{"id":211591,"date":"2021-08-13T15:01:10","date_gmt":"2021-08-13T13:01:10","guid":{"rendered":"https:\/\/www.tuleap.org\/?page_id=211591"},"modified":"2025-11-10T05:53:36","modified_gmt":"2025-11-10T04:53:36","slug":"agilite-echelle-type-approches","status":"publish","type":"post","link":"https:\/\/www.tuleap.com\/fr\/agilite-echelle-type-approches\/","title":{"rendered":"L’agilit\u00e9 \u00e0 l’\u00e9chelle est-elle une approche top-down, bottom-up, les deux ?"},"content":{"rendered":"\n\n

[obflink-image link=\u00a0\u00bbhttps:\/\/content.tuleap.org\/ebook-agilite-echelle-comment-mettre-en-oeuvre-transformation\u00a0\u00bb id=\u00a0\u00bb229028″ alt\u00a0\u00bbALT\u00a0\u00bb class=\u00a0\u00bbmy-image\u00a0\u00bb target=\u00a0\u00bb_blank\u00a0\u00bb size=\u00a0\u00bblarge\u00a0\u00bb]<\/p>\n\n\n\n

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\"Laurent
Laurent CHARLES, CEO et co-fondateur d’Enalean (Tuleap)<\/em><\/figcaption><\/figure>\n<\/div>\n\n\n\n
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Le bottom-up, seul, atteint rapidement ses limites sans le soutien de la direction<\/h3>\n\n\n\n

Voici une question au coeur de la \u201cmise en oeuvre\u201d de l\u2019agilit\u00e9 \u00e0 l\u2019\u00e9chelle. L\u2019agilit\u00e9 peut \u00eatre une ambition strat\u00e9gique d\u2019entreprise et c\u2019est d\u2019ailleurs bien plus efficace si c\u2019est le cas.<\/p>\n\n\n\n

Mais nous le constatons partout : elle ne se d\u00e9cr\u00e8te pas ; elle ne se force pas. Elle est bas\u00e9e sur la motivation et se propage dans l\u2019entreprise par conviction. Elle ne peut se faire qu\u2019avec les \u00e9quipes ; se d\u00e9ployer uniquement par les \u00e9quipes elles-m\u00eames. Car c\u2019est justement l\u2019autonomie, la transparence et la responsabilit\u00e9 des \u00e9quipes qui font le propre de cette approche.<\/p>\n\n\n\n

Dans l\u2019entreprise, si vous avez d\u00e9j\u00e0 des \u00e9quipes convaincues du bien-fond\u00e9 de l\u2019agilit\u00e9, alors cela sera plus efficace. Basez vous sur ces early-adopters et motivez les pour qu\u2019ils participent \u00e0 la dynamique bottom-up. En tant que vitrine du succ\u00e8s de leur projet et du bien-\u00eatre en \u00e9quipe, c\u2019est elles qui repr\u00e9sentent LE levier de d\u00e9ploiement. L\u2019effet de bouche \u00e0 oreille peut \u00eatre un raz de mar\u00e9e portant l\u2019efficacit\u00e9.<\/p>\n\n\n\n

Cela n\u2019aura pas un effet baguette magique, demandera forc\u00e9ment du temps, mais le changement d\u2019\u00e9tat d\u2019esprit sera profond, les bonnes pratiques bien ancr\u00e9es. C\u2019est par l\u2019exemple du succ\u00e8s de certaines \u00e9quipes et l\u2019exp\u00e9rimentation nouvelle des autres que l\u2019adh\u00e9sion se fera. Nous avons not\u00e9 que les clients qui r\u00e9ussissent sont ceux qui facilitent les projets de tests, des pilotes avec des \u00e9quipes motiv\u00e9es en priorit\u00e9.<\/p>\n\n\n\n

Le bottom-up, seul, atteint rapidement ses limites sans le soutien de la direction. Les r\u00e9flexes de l\u2019entreprise, les r\u00e9sistances du syst\u00e8me ne peuvent \u00eatre r\u00e9ellement d\u00e9pass\u00e9s sans le soutien des \u00e9quipes dirigeantes. Les \u00e9tudes le montrent, les transformations qui r\u00e9ussissent s\u2019appuient toutes sur un fort sponsorship de la direction.<\/p>\n\n\n\n

Il s\u2019agit donc de trouver le bon \u00e9quilibre. Car passer l\u2019agile \u00e0 l\u2019\u00e9chelle, c\u2019est un peu comme notre cerveau : \u00e7a fonctionne bien mieux si on utilise \u00e0 la fois l\u2019h\u00e9misph\u00e8re droit et l’h\u00e9misph\u00e8re gauche. L’approche SAFe propose par exemple du management de haut en bas (Strategic Agility) et des \u00e9quipes op\u00e9rationnelles convaincues de bas en haut (Scale up).<\/p>\n<\/div>\n\n\n\n

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\"jean-claude
Jean-Claude DELAGRANGE, coach agile<\/em><\/figcaption><\/figure>\n<\/div>\n\n\n\n
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Le management doit toujours se poser la question des niveaux de prise de d\u00e9cision<\/h3>\n\n\n\n

Je partage tout \u00e0 fait ces points de vues ; j\u2019ajouterai un point qui me semble important (propos\u00e9 par SAFe) sur la n\u00e9cessit\u00e9 pour le management de toujours se poser la question, y compris pendant la transformation, sur ce qui peut \u00eatre d\u00e9cid\u00e9 au plus pr\u00e8s du terrain (d\u00e9cisions rapides, locales…) et sur ce qui doit \u00eatre maintenu au niveau de d\u00e9cision le plus \u00e9lev\u00e9 (strat\u00e9gie, financier, choix de transformation…).<\/p>\n<\/div>\n\n\n\n

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\"Laurence
Laurence HANOT, coach agile chez Zenika<\/figcaption><\/figure>\n<\/div>\n\n\n\n
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L\u2019agilit\u00e9 \u00e0 l\u2019\u00e9chelle qui r\u00e9ussit et qui dure n\u00e9cessite les 2 approches<\/h3>\n\n\n\n

Les 2 mon capitaine ! Comme mes co-auteurs, je pense que l\u2019un ne peut pas aller sans l\u2019autre. J\u2019ai v\u00e9cu chacune de ces situations : l\u2019agilit\u00e9 \u00e0 l\u2019\u00e9chelle bottom-up qui se heurte au plafond de verre (middle management, autres d\u00e9partements, autres m\u00e9tiers …) et qui s\u2019\u00e9puise, l\u2019agilit\u00e9 \u00e0 l\u2019\u00e9chelle top-down qui peine \u00e0 prendre car pas de clart\u00e9 des intentions, pas de moyens donn\u00e9s (formation, coaching, temps), le syndrome du \u201cencore une nouvelle m\u00e9thode venue d\u2019en haut\u201d sans en comprendre ni le pourquoi, ni le comment, ni le quoi (\u201cStart With Why ?\u201d, Simon Sinek si vous ne connaissez pas, je vous conseille fortement cette vid\u00e9o<\/a>), pas de responsabilisation ou d\u2019implication des acteurs terrain.<\/p>\n\n\n\n

Oui, l\u2019agilit\u00e9 \u00e0 l\u2019\u00e9chelle qui r\u00e9ussit et qui dure n\u00e9cessite les 2 approches.<\/p>\n<\/div>\n\n\n\n

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\"Alexandre
Alexandre CUVA, coach agile et dirigeant de SoCraAgile<\/figcaption><\/figure>\n<\/div>\n\n\n\n
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Des sponsors partout : de l’ex\u00e9cutif \u00e0 l\u2019op\u00e9ration<\/h3>\n\n\n\n

Pour compl\u00e9ter ce que viens de dire Laurent, je voudrais ajouter qu’il est tr\u00e8s important qu\u2019une telle adoption soit comprise de tous, des sponsors dans l’ex\u00e9cutif \u00e0 l\u2019op\u00e9ration, aux diff\u00e9rents services de l\u2019organisation. Certaines organisations ont cr\u00e9\u00e9 de nouveaux services qui r\u00e9pondent \u00e0 un besoin interne, comme le marketing interne ou un organe de coach \u00e0 la demande. Quel que soit le choix, une cellule de changement doit \u00eatre cr\u00e9\u00e9e pour suivre cette adoption et limiter des appropriations diverses, qui cr\u00e9eraient plus de complexit\u00e9 envers les utilisateurs finaux.<\/p>\n<\/div>\n\n\n\n

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Aller plus loin<\/h2>\n\n\n\n
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Le bottom-up, seul, atteint rapidement ses limites sans le soutien de la direction Voici une question au coeur de la \u201cmise en oeuvre\u201d de l\u2019agilit\u00e9 \u00e0 l\u2019\u00e9chelle. L\u2019agilit\u00e9 peut \u00eatre une ambition strat\u00e9gique d\u2019entreprise et c\u2019est d\u2019ailleurs bien plus efficace si c\u2019est le cas. Mais nous le constatons partout : elle ne se d\u00e9cr\u00e8te pas […]<\/p>\n","protected":false},"author":24,"featured_media":211600,"parent":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"content-type":"","inline_featured_image":false,"footnotes":""},"categories":[70,1],"tags":[],"affichage":[],"enjeu":[52],"fonctions":[64],"industries":[],"class_list":["post-211591","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-articles-et-conseils","category-non-categorise","enjeu-agilite-a-lechelle","fonctions-transformation-agile"],"acf":[],"yoast_head":"\nL'agilit\u00e9 \u00e0 l'\u00e9chelle est-elle une approche top-down, bottom-up, les deux ? - Tuleap<\/title>\n<meta name=\"description\" content=\"L'agilit\u00e9 \u00e0 l'\u00e9chelle est-elle une approche top-down, bottom-up ? 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