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Organizational Renovation

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"Transformation" is a metaphor filled with ambiguity, vagueness and confusion. It sure sounds good, but it's not concrete enough. "Renovation" is a better metaphor for thinking about organizational change because it paints a clear picture about the expected disruption and difficulty that lies ahead.

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Organizational Renovation

  1. 1. ORGANIZAT I O N A L RENOVATION JASON LITTLE WWW.L E A N C H A N G E . O RG @JASONLITTLE
  2. 2. THE CASE AGAINST “TRANSFORMATION” ASSUMES STATIC CURRENT AND FUTURE STATE FORCES ORGANIZATIONS INTO DYSFUNCTIONAL THINKING LEADS TO ENDLESS “STRATEGY” DEBATES LEADS TO FOCUS ON CREATING “THE PLAN” “TRANSFORMATION” MEANS EVERYTHING NEEDS TO CHANGE
  3. 3. BUT IT FEELS SOOO GOOD! OUR BRAINS LIKE CERTAINTY…EVEN THE ILLUSION OF CERTAINTY! “CERTAINTY ON THE OTHER HAND FEELS REWARDING, AND WE TEND TO STEER TOWARD IT, EVEN WHEN IT MIGHT BE BETTER FOR US TO REMAIN UNCERTAIN.” DAVID ROCK http://www.psychologytoday.com/blog/your-brain-work/200910/hunger-certainty
  4. 4. BUT TRANSFORMATION DOESN’T BRING CERTAINTY! OF COURSE NOT, BUT THE IDEA OF TRANSFORMATION DOES! THE MIRACLE QUESTION: IMAGINE A FUTURE STATE WHERE THE PROBLEM DOESN’T EXIST THE WORD“TRANSFORMATION” PUTS OUR BRAINS INTO SOLUTION-FOCUSED THINKING MODE “SOLUTION-FOCUSED BRIEF THERAPY” http://www.solutionfocused.net/solutionfocusedtherapy.html
  5. 5. IT REALLY DOES FEEL GOOOOOD! THINKING POSITIVELY ABOUT THE FUTURE HELPS US COPE WITH ALL THE PROBLEMS WE THINK “TRANSFORMATION” WILL SOLVE! OUR BRAINS ENJOY THE RUSH AND THE OPPORTUNITY TO STEP OUT OF THE CURRENT REALITY AND INTO FOCUSING ON THE FUTURE STATE.
  6. 6. HERE’S THE PROBLEM, THOUGH HOW WE THINK HOW WE ACT - WE NEED TRANSFORMATION! - WE NEED TO CHANGE OUR MINDSET! - WE NEED TO CHANGE OUR CULTURE! - WE SHOULD JUST CHANGE THAT PROCESS - SHOW ME THE PLAN! - THAT’LL NEVER WORK HERE - SORRY, NO TIME TO LEARN - BOB IS RESISTING CHANGE! - WE CAN’T CHANGE THAT PROCESS - MANAGEMENT WILL NEVER GO FOR IT INCOMPATIBLE!
  7. 7. WHY RENOVATION? WHILE WE’RE “TRANSFORMING” TO OUR NEW STATE, CAN WE STILL COOK DINNER? NO, BUT WE COULD RUN AN EXPERIMENT IN ISOLATION AND “TOLERATE” THE RENOVATION
  8. 8. MANAGING DEPENDANCIES ISOLATION IS A GOOD IDEA, BUT SOMETIMES OTHER PARTS OF THE ORGANIZATION WILL BE AFFECTED. HOW CAN YOU MINIMIZE THE DISRUPTION TO THE REST OF THE ORGANIZATION?
  9. 9. WHAT HAPPENS WHEN YOU FIND A MESS? “IF YOU WANT TRULY TO UNDERSTAND SOMETHING, TRY TO CHANGE IT.” KURT LEWIN BUT SOMETIMES YOU FIND A MESS ONCE YOU’VE STARTED WORKING …AND YOU COULDN’T HAVE PREDICTED THAT.
  10. 10. HOW TO MAKE THE SWITCH DO - DECIDE WHAT WORK TO STOP - DECIDE WHAT NOT TO CHANGE - ALIGN THE TEAMS AND DEPARTMENTS INDIRECTLY AFFECTED - START SOONER, AND ORGANICALLY DON’T - TRY AND RUN “BUSINESS AS USUAL” AND IGNORE THE DISRUPTION - BUILD A CENTRALIZED CHANGE TEAM - PLAN, BUDGET AND SCHEDULE THE PROJECT - PLAY BY THE ORGANIZATIONAL RULES
  11. 11. ORGANIZATIONAL RENOVATION CANVAS WHAT ARE WE RENOVATING? WHAT ARE WE NOT GOING TO CHANGE? WHO’S AFFECTED AND HOW? DIRECTLY INDIRECTLY SEVERITY
  12. 12. AN EXAMPLE WHAT ARE WE RENOVATING? SELF-SERVICE WEB PRODUCT (KITCHEN) WHAT ARE WE NOT GOING TO CHANGE? TEAMS/PROCESSES OUTSIDE THE TEAM (NO STRUCTURAL CHANGES) WHO’S AFFECTED AND HOW? WEB TEAM 1 WEB TEAM 2 SEVERITY OPERATIONS DIRECTLY INDIRECTLY CUSTOMER SUPPORT MARKETING SALES
  13. 13. DETAILS SELF-SERVICE WEB PRODUCT (KITCHEN) TEAMS/PROCESSES OUTSIDE THE TEAM (NO STRUCTURAL CHANGES) WEB TEAM 1 WEB TEAM 2 MARKETING SALES OPERATIONS CUSTOMER SUPPORT TEAM STRUCTURE, PROCESSES, TRAINING TEAM STRUCTURE, PROCESSES, TRAINING WILL NEED TO ATTEND BI-WEEKLY DEMOS WILL NEED TO ATTEND BI-WEEKLY DEMOS WILL NEED INFRASTRUCTURE TO SUPPORT NEW WEB TEAM RELEASE PROCESS WILL NEED TO FEED WORK DIRECTLY INTO THE TEAM VIA BI-WEEKLY PLANNING
  14. 14. THE METAPHOR MATTERS ORGANIZATIONAL TRANSFORMATION IS MORE LIKE A HOME RENOVATION. EVERYTHING’S DISRUPTED FOR A WHILE. IT’S A MESS. BITS OF THE STRUCTURE ARE UNUSABLE. BUT WE PUT UP WITH IT, BECAUSE WE KNOW WE’RE GOING TO GET A BETTER PLACE TO LIVE. SUE JOHNSTON - IT’S UNDERSTOOD RENOVATE YOUR ORGANIZATION, ONE EXPERIMENT AT A TIME
  15. 15. GET MORE IDEAS LIKE THIS IN MY BOOK "Managers all over the world need to read Jason’s book.” - Jurgen Appelo, Creative Networker and creator of Management 3.0 Lean Change Management is a collection of innovative practices for managing organizational change. It combines ideas from Lean Startup, Agile, Neuroscience and traditional change management to create a feedback-driven approach to change that can be adapted to any organization. Get the Book
  16. 16. LEARN MORE ABOUT ORGANIZATIONAL RENOVATION vote for our session at Agile and Beyond 2015 http://confengine.com/agile-and-beyond-2015/proposal/827/think-renovation-not-transformation
  17. 17. WWW.L EANCHANGE.ORG

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