The IT industry has always experienced waves of technological change: the Internet, the cloud, AI… The difference today is that these waves are coming one after another at a much faster pace.
Ten years ago, it took several years for a technological revolution to take hold. Today, innovations are coming one after another at a rapid pace. The cloud, cybersecurity, artificial intelligence: each new development forces companies to quickly understand the challenges, make decisions, and adapt their practices.
In this context, agility is no longer just a managerial concept. It has become a true driver for adapting and maintaining performance.
To discuss this, we met with Yoann Jeunet, director of UDITIS and a member of the Fabrique de l’Agilité committee.
Ever-shorter technology cycles
“The IT industry has always experienced waves of technological change: the Internet, the cloud, AI… The difference today is that they follow one another much more rapidly.”
For a company like UDITIS, which supports its clients in their digital transformations, this acceleration requires a constant ability to adapt. Teams must be able to understand changes, react quickly, and provide concrete solutions to clients without being held back by overly cumbersome decision-making processes.
“We want decisions to be made at the right level, quickly, and with a direct impact on clients.”
If waves of technological change are coming faster and faster, this is not just a technological challenge. It is also an organizational challenge. To adapt, companies must be able to make decisions quickly, without sacrificing consistency and governance. This is where agility comes into its own.
Agility does not mean less structure
Contrary to popular belief, agile operations are not based on improvisation.
At UDITIS, the organization draws inspiration from Holacracy®, adapting its principles to its own culture. The model is based on clearly defined roles, explicit responsibilities, and structured decision-making processes.
“Agility as we practice it is highly structured. There are precise mechanisms for accountability, delegation, and decision-making.”
The main difference from a more traditional organization lies in transparency. Roles and responsibilities aren’t based on unspoken conventions: they’re documented, accessible, and known to everyone. “In many companies, some responsibilities are implicit. Here, they’re formalized and visible to everyone.”
Timelead: transparency to support management
This commitment to transparency also applies to time management. UDITIS uses Timelead, its own SaaS time-tracking solution, internally, and the principle is simple: it’s an open book where everyone can see what everyone else is working on. The goal isn’t to track hours for their own sake, but to have a reliable view of activity in order to better plan and anticipate needs.
“The hours logged represent the past. But that past helps us better anticipate the future. With several years of historical data, we can identify trends and build reliable projections.”
However, this approach only works in a climate of trust. “Without a supportive environment, such transparency would be difficult to implement,” insists Yoann Jeunet. That’s what distinguishes measurement from control.
Timelead is designed for both agile organizations and more traditional structures. The needs remain the same: understanding where time is spent, managing resources, and having reliable metrics for decision-making.
Sharing our agile expertise
Although UDITIS has been applying this model for several years, the company has never sought to market it as a service. Yet many clients are interested in it. “Clients regularly reach out to us to understand our approach, the steps involved, and the lessons we’ve learned.”
This commitment to sharing also explains UDITIS’s involvement in the Fabrique de l’Agilité, of which it is a founding member. The association brings together companies from French-speaking Switzerland that combine their real-world experiences with insights from academic research to advance organizational practices.
“Our belief is simple: when the regional ecosystem grows and functions well, everyone benefits. ”
See you on september 3, 2026
The 5th annual Fabrique de l’Agilité conference will be held on September 3, 2026, at the HETS in Lausanne, focusing on the theme: “Interconnecting Intelligences: Agile Strength in Turbulent Times.” Details and information: www.fablag.ch
On the agenda: high-quality presentations and hands-on workshops designed for executives, HR leaders, and managers.
“Participants will gain concrete insights from real-world experiences: how to rethink compensation within an agile model, organize performance reviews, or structure teams around customer needs. The goal is to share practical, real-world best practices that can be applied on the ground.”