19 January 2016 environment Montreal (Montreal CRE) Regional Council invited FutureWithPast to talk about sustainable mobility.  Here are a few lines Yann Xoual, Director General of FWP contribution, and that of Robert Nastas, associate: rec

Agile governance by experience

Fifteen years of work in co-innovation with all kinds of companies and in particular with the RATP, responsible for the subway and the Parisian bus, have learned this to Yann Xoual: successful innovation requires a mix of agile philosophy and it tools that are able to accompany and facilitate change in a complex environment that covers the entire ecosystem of the company. Academic research [1] gives him reason: even if the term agile governance sounds like an oxymoron is a serious discipline, which sets out that governance, innovation emerges from the tension between creative chaos and interconnected agenda. Its basic principles are similar to those of the agile development methods: just enough of directivity, a focus on the human, quick wins, a positive challenge to every step…  It creates a powerful dynamic of innovation, with a social component (human first!) but also a technical component. Because his success in practice depends largely on the agility of the business information – the technical component. Yann advises the use of tools called 'Software engineering workshop' i.e. of customizable environments that do not ask for development to every project, for every company.  An AGP allows to evolve organizations a problem both in an iterative way, to project themselves into reorganizations by simulations, and implement change – when humans are ready.   They make their autonomous users, allow information sharing (finis irreconcilable calculation files) and analysis of capacity by relying on the expertise acquired, adapt to strategic choices by minimizing the impact on current operations.  They are implemented for a fraction of the cost and time of development of a private solution. This flexibility is especially useful for reorganizations of companies whose cycle is often shorter than the computer applications. [1] adapted from http://arxiv.org/ftp/arxiv/papers/1411/1411.1922.pdf

An example of intra-company: RATP

This approach has been applied to the RATP in France.  In this large and complex organization where change is driven by businesses with a significant human dimension, technology and systems must accompany and anticipate changes and not follow them, and allow to evolve rapidly in short cycles, as the daily projects continue to be distributed in real-time.  Yann has presented two examples related to the automation of the assignment of work, and taking into account of successive reorganizations of the company organization. Currently, Yann relies on his experience to develop with Quebec partners the company FutureWithPast, a 'one-stop shop"that covers both the social and technical needs.

A multi-system example: Cyber Security

Robert Nastas, FutureWithPast for cyber security expert partner, described this area as a moving target.  Smart City is more connected, and also more vulnerable.  The transition from traditional operations of data processing to TI technology capable to learn, understand and make intelligent decisions in real time, of the traditional web to the info-cloud, make that cyber-security traditionally located on the perimeter is no longer enough.  A company must now know and report its position in cyber-security as a component of an ecosystem. There are many challenges.  A company wants to ensure interoperability in real time between components, systems and organizations.  The evolution of the systems is continuous.  Roles and responsibilities are unclear.  And yet agile governance requires have a status in real time of the accession of the systems.  A good starting strategy is to implement management of permissions, track changes, explicit viewing.  Companies have interest to turn to the type workshop engineering software tools.