Customer culture: a difficult journey!

Me, and my others selves

“The prince, the toad and the mask.”

This way of questioning us Carlo Moïso, psychiatrist and psychotherapist of the 20th century: big name in transactional analysis.

I discovered this practice during a Coaching Ways training session. To be a professional coach, I had the opportunity to work on my different selves.

The principle was to draw 3 images corresponding to our vision of what we are through these 3 characters: the prince or the princess, the toad or the frog, the mask.

These 3 images are a pretext for questioning. His first then why not, a way to get feedback on the drawings as illustrations of our different selves.

The first part of the sheet therefore contains our 3 illustrations, on the second half we will house 3 fundamental qualities and 3 defects.

You will be surprised by the resonance of your image of Prince / Princess with your qualities. The toad / frog will look very much like your faults.

As for the mask, it is the image you want, in a given situation to show. It is neutral and positive. But like any mask, it protects you from many emotionally difficult situations.


I invite you to read the blog of one of my colleagues, who describes the energy aspects of each of the characters by challenging us with this question who do you want to be the Prince, the toad, or the mask?



Article written by Dominique Popiolek Ollé, founder In Imago



You need to create the foundations for your transformation. This is a human adventure.

Stake 1- Transform the mindset of your teams: be agile in order to be able to seize the opportunities that digital will bring.

Stake 2-Establish a strategic line aimed at deciding your needs such as conquering new markets, implementing new services or simply conquering new talents.

Stake 3-Move the lines of your organization to leave the right to dare to your teams.

The transformation will begin with a change in the mindset of the teams, such as Top Management.

To implement this state of mind, we support you step by step through

Once the mindset is integrated, you may want to create a 6.0 company whose digital twins, artificial intelligence and cybersecurity will be the pillars.

The path to unlocking value creation generally includes three main steps:

  1. Connection and digitization of production following concrete objectives. This step allows you to extend the real-time visibility of equipment performance to multiple devices. With a fully connected, digital-centric business, you can start collecting more data and make it actionable for decision-making.
  2.  Optimization of operations and market penetration. You can now use your data to differentiate yourself, by exploiting relevant information in real time, for example to reduce delivery times and increase yield. It’s about gaining visibility into factory operations, increasing productivity, fostering flexibility, speeding time to market and meeting customer needs.
  3. Innovation and large-scale development of new economic models. Take the next step with machine learning and AI, offering value-added services and differentiating pricing. Example: using cutting-edge technology to optimize maintenance programs and anticipate downtime.

And above all keep in mind that it is the human who remains at the heart of this transformation, digital must remain at its service;

Technology tools like digital twins, artificial intelligence (AI), machine learning, predictive maintenance and cybersecurity are not just buzzwords. These concepts and technologies carry with them the possibility of generating real and new value for manufacturers, such as cost reduction, improvement of productivity, limitation of losses, optimization of maintenance processes, new economic models and improvement of customer service: the results are multifaceted.

But is this what you want to implement?


Creativity, Spontaneous writing

First, before going into the heart of the subject “on the collective aura“, I will tell you the birth of the first lines of this article and my writing process.

Since the summer of 2018, I have been in the habit of questioning my left hand (I am right-handed). It’s like a meditation. I land in myself and center on my left hand.

Then with this same hand, I note the words and the images until the appearance of a central idea.

Continue reading “Creativity, Spontaneous writing”

2020: I wish you a very pretty women’s decade

Agile, Lean, Design Thinking, the wheel of Deming, Fail Fast, Lean start-ups are magnificent models of openness to innovate, rethink its organization, its product or simply a rear view mirror to ensure that nobody gets left behind.

So many models that put the employee at the center of a learning system that the company must be, where the client finds an adapted and scalable response to his needs. The client is both the focus and the starting point for any solution, application, product or service, but he is also its moderator.

But now, when we observe these tools 20 years later – and yes Agile was officially born in 2001, it will celebrate its anniversary in less than a year – the concept is now mastered. The first adopters have swarmed and moved on. To spread the concept was reduced to its simple use, classified, organized in a well-oiled process. So use is spread and enriches good practices and is installed in our performance systems.

The forgotten philosophy, the tool encloses the one who uses it often making the results obtained sterile and unproductive because by aiming at standardizing too much, there is no more room for the individual and his personal creativity.

So, psst … more innovation, more simplicity, more change but a simple procedure that has become obsolete by simply integrating a toolbox into the company’s information system.

What has happened to make the concept so promising ineffective?

Well ask that to your left brain.

Continue reading “2020: I wish you a very pretty women’s decade”

Myth or reality: do companies really want a horde of entrepreneurs?

After my article, 2020: a decade of women! to face our fears and rehabilitate our right brain where multiple intelligences nestle.

This time, I wanted to revisit this hypothesis of a business, as a home for a horde of entrepreneurs, or more simply of entreprising people.

Albert Meige in his article “Future of work: utopia or dystropia”, defines enterprising as “People capable of seeking to understand the competitive environment in which they find themselves. People capable of detecting the opportunities there hiding. People with dreams. Aspirations. Judgment. People capable of making decisions and acting when everything is moving around them. For this, we must develop, from very early childhood, what I call the entrepreneurial spirit. We have to train entrepreneurs.”

Part 1- Imagine tomorrow

Once upon a time, there was a MoonStars company, yes the one I use in my B.W.C workshop: Breathe we change, to take you into a dreamlike world, where each of you helps MoonStars employees to find their dreams to build a new world, or in competitive mode build an empire

The MoonStars company is once again attacked by a battalion of spies. This time in front of her they are digital twins with artificial intelligence capable of automatically learning from their errors, and re-programming according to an ad-hoc situation, including during cyber attacks planned to counter the twins.

At MoonStars, employees are endowed with their personal power made up of “The prince, the toad and the mask” and their exceptional entrepreneurial quality, as defined above.

In the competition, the twins are programmed, nothing stops them.

The enterprising ones were recruited on the motto of never again, which gives them the strength to recover and an extraordinary resilience. They are able to adapt and build, to reshape a future to adapt.

Often they work alone, persevere until it works, and are able to successfully do several jobs at once. On this point, see the start-up of the Lego company, which still keeps in its genes this ability to re-invent itself.

So if the enterprising come together, I bet on the collaborators of MoonStars who together will be able to imagine a harmonious world, where all the intelligences add up. So they will re-program the twins to deactivate them, or better yet to add their artificial intelligences to theirs. The twins and the men thus working for a harmonious and free world.

But now, the enterprising solitary, handymen, jack of all trades. They are the antithesis of collaborative work. Without an alliance, each proposal is rejected, dismissing each entrepreneur facing his own weaknesses, his shortcomings, his shame. And there the artificial twins will come out victorious and bring Moonstars to their knees.

So do you really think that companies want this horde of entrepreneurs?

So as I like a happy end, I will coach the Moonstars team to help them add their strength by starting to defuse the shame that gnaws at their bottom, and prevents them from finding a stable cooperation. . And I reveal to you, in the second part of this article how.

Part 2- Handling shame

Have you rubbed shoulders with the enterprising? They are numerous. They are inspiring, but very often the absence of diplomas, their differences weigh on them because on a daily basis they must always prove who they are. They sometimes see themselves as usurpers and then enter a downward spiral. Other times, so sure of themselves, they forget the others and are rejected from the group, invite to wander without an audience or torture their audience to maintain a glory that they have built with the force of their wrist …

This feeling of shame is also present in each of us, since we do not enter the “relational standard”. If I take again the simplified diagram of the various zones of our brain, the right part shelters the reptilian and prefrontal territories, where our creativity and our emotions are lodged, and the center of fear, topic of my previous article.

The left part houses the paleolimbic and neolimbic territories, which give us confidence and an analytical mind. I will situate the shame, in the paleonimbic territories.


Répartition des différents marqueurs de comportements dans nos cerveaux

Shame occurs when you lose confidence. Someone who has made spelling mistakes from an early age is often blocked, considered incapacitated by their inability to write correctly. Dyslexics are starting to be rehabilitated, but there is still a long way to go in their daily lives to feel good.

Very often, shame takes over, the person underestimates himself and hides from others, unsuitable, judged by everyone as illiterate, uncultivated, stigmatized by his repetitive mistakes and his truncated words or reversed letters.

If this is repeated and nothing gives this person confidence, shame will kill them as a unique person, they will be a shadow of themselves, discreet very often, aggressive sometimes, and always sad.

For others, shame, guided by the never again, will lead them towards a freedom of thinking, a relentless will to take responsibility, to be autonomous and whatever the others think.

They will be these crazy crazy intra-stakeholders, able to connect worlds to each other. They will trust their defects, to strengthen their talents and move forward positively in their lives. They will be forgiving for themselves and forgiving for others. Their confidence will overflow and encourage others, even in their mistakes. Besides, they do it every day and draw inspiration from it to learn and bounce back. If they succeed, they will often partner with these inspiring leaders.

Why cure shame?

Shame, buried deep within us, saps our confidence, triggers power struggles, aggression and hatred. Rejection of the other

This rejection being the only place we have left to live, it will be defended tooth and nail. In some cases also, recognition if it is lost can trigger the revenge side of our toad to preserve what we had so much trouble building.

It is therefore essential for our personal balance to heal us from our shame. The latter can come from a cultural or educational heritage, it eats our energy and our joie de vivre.

How to clean your wounds?

The process begins with the identification of this shame. It is found in all the repeated moments of life when we dissuade ourselves from doing something that we love to do because we feel incompetent.

Our heart tightens and closes. What good is it that chasing, no one will notice us and if we are noticed it will be worse.

Well no. If the why not and the desire to do are present:it means that you have something to learn, to gain and to overcome your sense of shame. It is not the others, but your own outlook that must be changed. Be forgiving with yourself. Breathe and try.

I suggest an exercise in spontaneous writing, dialogue with your left hand if you are right-handed and vice versa if you are left-handed. Take a notebook, and write with your left hand the first word that comes to mind on the left page. Then let your right hand respond on the right page. You will be surprised at the depth of the thoughts thus exchanged.

Little by little you will regain confidence in yourself and in your ability to be yourself. Especially do it for you, expect nothing from others. You must first look at yourself with indulgence, then the look of others on you will change.

When you regain your confidence, others will give you theirs.

So please, never give up! and be yourself for yourself.

Links to other articles:

Future of work: utopia or dystopia by Albert Meige

What is shame ? by François Dortier

The 3 phases of shame by Hélène Lemoine

Creativity, and spontaneous writing

“The prince, the toad and the mask”

2020: I wish you a very pretty women’s decade


The resilience of an entrepreneur, the start-up of the legendary business Lego


Article written by Dominique Popiolek-Ollé, founder In Imago

Agile and Scrum daily life for an Agile coach

French Female Senior Consultant/Coach for Agile and Scrum implementation:

„I have a long background in coaching agile teams, since 2011. At that time, Agile was not very known in Europe. 

For me, Agile Manifesto was a revelation, a new way of working, an amazing autoway to transform organizations to focus on value and people enthusiasm. As a black belt leader, it was an evidence that I had to develop further and provide evidence to my company that Agile, with successive waves of bottom up experiences was key to drive people in the Future.

It was a fantastic experience and incredible career boost for all people involved in.

I will share with you the adventure and also nonsense encountered all along my different experiences.


Remember that for me Agile Manifesto was not only for developing apps but also to transform organization. 

As people were bored and on the verge of crisis (some others cies in France were dealing with suicides) , Corporate union requested to Top Management to find solutions to help employees in their current job. So, as my job provided me with the opportunity to lead Lean implementation “my own way” all around departments, I kept the opportunity to deal with Agile to reduce bureaucracy and provide evidence in very short period of time.

What did we implement? 

We selected (in France only) all representatives jobs all around compagnies and nominated 4 people per representatives jobs in each department. We invited around 200 people (2500 employees) without managers on a workshop to identify key pain points. We collected 45 topics that we reduced to 10 : pain points were about tools, competitivity and organisation. During this event, I asked for volunteers. 

For each topic, I had a small volunteers team to solve the problem and we used Scrum to deliver values for each topic. We had to provide evidence to Corporate union that we had found solutions and kept informed all employees.

I was so happy about Volunteers teams success that I wanted to engage all compagny in Agile ways.

Thanks to my management for the support. To bring all in, I organized a  Scrum two day event to share first success and small agile experimentation games. During these two days, only 58 people came! All were union representatives.

What happened ?

  • Management never gave permission to employees to waste time in it because they think they were not concerned about Agile and Scrum.

*After analysis, root causes were integrators of systems and not our own providers. 3 years later, with cyber security development, it was an evidence that we have to recruit developers to create our own systems (not only integrate them)

First  absurdity : no one wants to experiment, no curiosity and no ability to learn on their own errors

  • Corporate Union took the opportunity to learn more about what I suggested to implement to verify that was fear.

First Success: Corporate Union always had a look at what I did during the 5 years I was Lean and Agile coach, and never wrote a negative article about Agile. In Paralel, in Germany we manage successfully to obtain their autorisation to develop experimentation in several departments. 

In parallel, what was about the bureaucracy topics?

Second  absurdity :  solved bureaucracy topics highlighted root cause concerning general organisation. We never did the transformation just because New organisation was in place and they dealt with other problems : nominate new leaders. And new leaders had new concerns to solve…

Third absurdity : focus was to be concentrated on core business. If at bottom up level, some volunteers were still engaged as community of actions perhaps we could save some activities by experimentating some other type of organisation, to pursue evidence identify in the first bureaucracy topics, never know… As exemple, in transformation Management in place wants to find a new role in the new one, not succeed in the transformation. So we did not have pilots for transforming organisation…

When i try to obtain, authority for bottom-up teams, I had two issues (I find  these issues every time in all transformations when teams become autonomous). The first issue was the common way of thinking that they had not ability to manage budget,

 the second issue was that employee point on a budget to deliver certains tasks. If we had new tasks, we could not use budget define for others tasks and it was crazy to obtain a new cost center for new delivering…



What more?

After 5 years, I succeeded in generating a big community with lot of amazing experience to develop new businesses, new ways of working, generate a continuous improvement and an innovative lab…

Fourth absurdity :  Bottom up successes were grouped on a platform and we had put in place a community support in Agile to help other to deal with, we were nominated on Cie awards. We lost because: “this is not scalable!” . For them success was based on human soft skills, particular to the project governance…

When Agile was in the mood, one department was created from scratch to deliver tools and Top Down speech, and enthusiasm was lost…. The community organize with volunteers disappear…

Five absurdity : Middle management who was engaged in the transformation processes and who experimented new ways of working was not recognized, and suffer a lot when its initiative who was a success was stopped because at Top level they did not recognize enthusiasm and autonomy as key for a long term business development. 

When success is recognized, Top management wants to put them in a process because they can not properly manage autonomous teams… or they bought skills in star-ups because it is more easy than develop internal skills…










Imagine also, that I was a black duck for Agile and Scrum community.



 I remember my first participation in a Scrum event in 2012, the Agile community doesn’t want to reconize me for two reason. I was lean blackbelt and deliver outside IT. 

So inside my company, They were pioneers with a new technique and outside in the community I was “ the crazy of the king” to start to implement Agile everywhere.


Yet it already was leading teams to enthusiasm: They liked the creative atmosphere, the taste of enthusiasm, the taste of game, the innovation by applying the Agile techniques. They were pioneers with a new technique.

Nowadays the topic has got another flavour: Top Management want Agile because of productivity targets. Everywhere companies see Agile as a recipe for everything. It is a trend. This has big risks.

 I see more rigour, time constraints tan in the pioneer phase. The ghosts of Taylorism and productivism came back massively. The face to face was no longer possible as collocation was too expensive, the search for value was too long and uncertain. Teams have less autonomy than Scrum and Agile used to offer before. The rhythm of working was now opposed. Some people, told me why I will become autonomous. I will be engaged on result while others (Top management) not changed. Which recognition, will I have? More job and no more recognition, no more money, and we had to report as previous…

Example : in a Windows 10 implementation in a big company, we would implement it by sample. So one guy, told me : “Alright, but why I will do that. We have a roadmap until 2020 and lot of outside teams to deliver. If I do by sample, I will manage alone in less than 3 month. what do I win? more stress, no teams abroad to support, no recognition…and how do I deal with others who have to develop something in 2 years as “roadmap and budget” is decided, “


In all companies, when teams are in capacity to transform, and ask to change organisation, Agile transformation is stopped… and..go. Statu quo



 (what else?). One of the reasons why is the managers are afraid of this open method Agile. They don’t like it. They are no longer the master of the flow of information. Other fears? But on the other side, we have in the organisations many challenges – sometimes companies are totally lost, they have to move faster and they do not know how move people.

The hapiness is everywhere, and also in our company

In response to the article by Julia de Funes “Happiness in business is nonsense“, I say that happiness is everywhere including business.

First of all, what is happiness? Happiness is a pleasant, balanced and lasting emotional state in which one finds someone who feels he has achieved the satisfaction of the aspirations and desires that he deems important.

So when I feel at home in the office, that working together with teams makes sense and that together we work for a common goal, I am happy.

Generations Y and Z are our managers of tomorrow. Not only, they dreamed that the game will be part of our lives, that AI will relieve us of our tedious tasks, and have decreed happiness at work. And why not ?

Continue reading “The hapiness is everywhere, and also in our company”



Relax and project yourself on your year, without thinking of obstacles that would spoil your desire to achieve all that you will put on this game of the 4 seasons.

To complete this game, cut one A3 sheet (poster) in 4 parts (one part per season)

For each season, you will put quantified objectives, concrete objectives of missions / coaching and concrete actions to achieve all that. You write all this on post it of 3 colors. One idea by post-it.

As concise as possible, intermediate tasks are not necessary for this exercise. Think as if it were done: 3 signed … contracts is a goal, Prospecting on recommendation is an action allowing you to reach your goal …

1- Note CA objectives per month on post-its a color
2- Note mission / coaching / other goals on post-it notes of another color
3- Note what you will do to get these missions and have the corresponding CA.

You can reverse 1) and 2) if it speaks to you more in this way.

You come with your poster of 4 seasons and post-it indicating objectives and actions for each quarter.