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The sustaining teams are responsible for the operational excellence of the organization and its user centricity. This includes all the products and services with the support of all the collaborators involved more or less occasionally. The meeting facilitators guide the teams with the creative processes defined in XXL workshops and operational & governance meetings. The agile team coach helps the empowered teams to become "high performing". The adaptive leads are ultimately co-responsible for this excellence and focus. The creative leader is the sponsor of all these teams and artifacts.
There are two types of training: training to acquire a skill complementary to a profession, for example, design thinker and those, by following a path, to develop a leadership competence, for example, the product leader.
And you publish it on your linkedin profile to gain visibility & credibility. Of course, it requires practising again and again. We help you to accelerate your growth with your new competencies!
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You choose the role you want to play in your work environment and you follow the training required to build your skills.
The Sprint Facilitator Lead helps the organization to transform itself through collective intelligence with the sponsorship of the Creative Leader. He supports the Sprint Facilitators. He has adaptive leadership without direct authority. It relies on the Transformation Catalyst and Agile Team Coaches to help the organization and its teams become "high-performing".
The Transformation Catalyst coaches the organization at all levels to align it with the purpose and needs of end customers. He supports the Agile Team Coaches. He has adaptive leadership without direct authority. He is assisted by the Sprint Facilitator Lead to facilitate sprints and workshops.
The Creative Leader is ultimately responsible for the organization to deliver value to the final user. He/she embodies the purpose of his/her organization. He/she has an adaptive leadership. The Sprint Facilitator Lead and the Transformation Catalyst help him/her to make the necessary transformations.
The Product Leader is ultimately responsible with the different teams of the end to end development of a product and/or service. He/she has competencies in growth hacking, marketing digital, communication to interact with his/her teams. He/she has an adaptive leadership. The Sprint Facilitator Lead helps him/her to align and onboard all the stakeholders all along the process. The Transformation Catalyst helps the teams to interact together for the common good.
The Growth Lead is co-responsible with the Growth Team to scale up the product and/or service. He/she has competencies in growth hacking, marketing digital, communication to interact with his/her teams. He/she has an adaptive leadership. The Sprint Facilitator helps him/her to run the growth design and comm plan sprints. The Agile Team Coach helps the teams to become high-performing.
The UX Design Lead is co-responsible with the UX Development Team to design and validate the digital solution with the users. He/she has competencies in UX, UI and service design to interact with his/her teams. He/she has an adaptive leadership. The Sprint Facilitator helps him/her to run some UX or service design sprints. The Agile Team Coach helps the teams to become high-performing.
The Value Proposition Design Lead is co-responsible with the Design Team to design and validate the Value Proposition with the users. He/she the competencies to design a human-centered Value Proposition, a Business Model. He/she has an adaptive leadership. The Sprint Facilitator helps him to facilitate the design thinking, business model and brand design sprints. The Agile Team Coach helps the teams to become high-performing.
During a top talent workshop, « I heard puzzling, hair-raising, impressive, and decisive. Thus, I think it is what we have to do to evolve, to allow precisely new ideas to flourish and especially to think of our customers. »
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We help individuals, teams and organizations with different thinking, doing & being.
à penser, faire & être autrement : le «different thinking».
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