Last month, I visited a large organization (2000 people). They had just switched (several months ago) to an “agile” organization (“Safetify” to use their amusing expression). They’re doing well, they’re suffering, they know it, they say it, they’re clear-eyed, they’re moving forward, they can be proud.

As a result, many people come to see them. This increases the roughness of their discourse, they don’t really have time, they get straight to the point. I like it.

I retain five messages, five essential lessons

None of them are new, but it did me good to see them confirmed again.

• You’re never ready. At some point you have to go for it, there’s no point in preparing too much: you’ll never be ready. (They decided to switch all at once, everyone, all 2000 of them, after four months of reflection).

  “No plan survives first contact with the enemy” — Von Moltke

• You have to get rid of toxic people, they remind us (especially toxic managers, their power to harm is amplified). By toxic, I mean people who truly poison the functioning. I’m not talking about the unconvinced, or people who bury themselves in a corner. With those there’s no issue, it’s “normal” as long as they don’t poison the transformation, as long as conversations are constructive or neutral, not harmful. By get rid of, I mean, render them unable to cause harm, either by isolating them or by excluding them.

• They did a big bang: all or nothing. Otherwise conversations are impossible. Otherwise you open the door to endless “discussions”. But is it possible where we are? (The organization I’m referring to is not French).

• If they had to do it again, they would invest more in change management.

• It’s top management that shows and must show the greatest commitment.

Until the next visit.