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Management

  • 8 WEEKS (17 HOURS)
  • BLENDED

From Agile to Agility

This training course is available in English. Today, managers have increasingly well assimilated Design Thinking, LEAN start-up and agility, but generally lack performance benchmarks. Managerial practices, which have developed from industrial approaches, are no longer in phase with the issues of current service based reasoning. Adapting requires a change in postures and practices.

À PROPOS

The course was co-designed with Jeff Gothelf

This training course aims to give managers a practical vision of what agility means and what it can contribute when applied, and for their leadership. It is a starting point for rationales for transforming methods and ways of thinking in a company.

The course is organised around 3 principles:

  • Practical examples at the end of each expert presentation
  • A group dynamic for sharing experiences between peers
  • Online tutoring to facilitate learning and reflexes

Objectives

What you will learn

The knowledge, techniques and best practices of this training course are aimed at allowing you to understand the business contributions of agility to then apply the approach in your organisation.

Learning objectives

  • Developing the agility of your teams
  • Tackling uncertainty to make it into a business development opportunity
  • Creating the conditions for a learning environment
  • Encouraging your teams to favour agile approaches to define and deploy their projects and initiatives

Audience

Who is this training course for?

  • Operational managers or local managers in large companies

  • Directors of SME, SMB and associations

  • SMB Managers

  • Public sector executives

  • Consultants in transformation

Programme

A programme over four stages

  • 1

    Agile principles - Agility in your organisation

    This section covers the main principles of agility and helps the participants to better understand the roots of the movement, and its role in the transformations that are under way. It will enable you to understand how your management style must change to adopt agility and to commit to a learning and continuous improvement approach at every level of your company.
    • Module 1

      What is agility and how can its principles be used to build a reactive organisational model?

    • Module 2

      What agility contributes to digital transformation and innovation

    • Module 3

      Managing by impact: how can you measure the success of a change in behaviour?

    • Module 4

      How can you develop a philosophy of continuous learning?

    • 2

      Changing your management method - Becoming an agile leader

      In this section, we address the question of how to integrate doses of agility into managerial postures We explore the skills of the agile manager, and emphasise the importance of integrating support functions (HR, legal and finance) into the agility approaches, to have an overall positive impact on the organisation.
      • Module 1

        Becoming a modern manager means accepting uncertainty

      • Module 2

        Lateral leadership: being a leader without necessarily being the boss

      • Module 3

        HR and agility: how to recruit and train your employees to improve your agility

      • Module 4

        Legal affairs and agility: how can you make the legal affairs process agile?

      • Module 5

        Finance and agility: how can you make financial planning agile?

      • 3

        Techniques and methods for applying agility

        In this section, we discuss the tools and techniques that make it possible for a manager to increase the agility of their teams and their organisation. The different ways of helping your teams to adopt the agile approach - from defining objectives to project management - are presented, as well as the springboard of continuous improvement.
        • How to apply the OKR to manage by impact at every level of the organisation

        • How to take all the risk out of a project using the LEAN principles

        • How can you create a model for and deploy a culture for making decisions based on proof?

        • Using feedback to hold continuous improvement in place

        • How to organise project retrospectives to continuously improve how you work

        • 4

          Conclusion

          In this final section, we study the easily applicable strategies to start an agile approach in your team and your organisation
          • Module 1

            Becoming an ambassador for agility in your team and your organisation

          Our trainers

          • Jeff Gothelf

            Executive coach, agility expert

          • Claudio Vandi

            Head of Learning Experience, NUMA