Agile Entreprise

In "La faute à l'éléphant ?", Pierre Fayard states that the world is a series of changing events, whereof there is no stable state. Change is an objective reality that survives via its diversity. Every crisis is generated due to a lack of adaptation in due time or strategic deficiency of management.

How can one explain the recent fascination for a work that had been written five centuries before our era- Art and the Sun Tzu war- if not through the strong feeling of the absolute character of strategy?

The major element of Agile Enterprise's strategy is the ability for adaptation and change because any of its projects may come to transform it.

To master the mutations, the strategy should set up:

• a continuous visibility on the current acts of transformation and their ramifications
• a periodic introspection, identifying the improvement axis (increase or decrease in value)
• execution of identified improvements, even if they fail to be productive, for progress emanates from successive attempts. Yet, Failure, as the case for success, is a source of instruction.

Being Architects of Agile Enterprise means tackling every work not as a separate act but rather as an alteration to potentially global repercussions.

It seems that a butterfly flapping its wings can set off a tornado in the other side of the world.

What enterprise has not experienced a project that couldn't achieve its objectives or maintain its existence because of lack of visibility, introspection or adaptation?

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