The document discusses organizational transformation and rethinking how change is approached. It provides examples of past failures like New Coke and the Apple Newton. The author questions traditional views on why change fails and advocates looking around instead of just ahead to understand how to enable disruption. Various strategies are proposed, like using a Kanban board for retrospectives and measuring yourself before trying to change others. Influence paths within organizations are mapped out and the importance of different types of people in enabling change is explored.

1. Rethinking Transformation
Jason Little | @jasonlittle

2. Organizational Transformation Plan
Joni T. Sallet | @sallet_t

3. About me
Proven track record in multiple industries and verticles
23 certifications from globally recognised ASSociations
53 years experiance in consulting (I still look good, don’t I?)
Founder of BS (Bachilor of Success)
Notable Accomplishments
Lead Consultant
Ford’s Edsel Project
Lead Strategist
New Coke
Head of Innovation
Apple Newton
Lead Graphics
Microsoft Bob

4. @sallet_t
There must be another way

5. @sallet_t
Where we are today
0%
2,500%
5,000%
7,500%
10,000%
12,500%
April May June July
Employee satisfaction
$0.00
$350.00
$700.00
$1,050.00
$1,400.00
April May June July
Profits
(in Billions)

6. @sallet_t
Where we’ll be tomorrow
0%
2,500%
5,000%
7,500%
10,000%
12,500%
April May June July
Number of Customers
$0.00
$750.00
$1,500.00
$2,250.00
$3,000.00
2019 2020 2021 2022
Projected Earnings
(in Trillions of $$$)

7. @sallet_t
Enough is enough!

8. @sallet_t
Success measurements
Increase average project delivery time from continuous to 14 months
Reduce NPS from +100 to -90 (acheiving -100 is not feasible at this time)
Increase of 30% in overtime hours worked
Decrease of executive bonuses by 40% for each successful delivery

9. @sallet_t
Transformation plan

10. @sallet_t
Bureaucratic transformation plan
Create 12 layers of management
2019 2020 2021 2022 2023 2024 2025 2026
Design 83 new departments
Implement bell curve of performance
Develop 175 page best practice guide for delivery
Develop 254 page best practice guide that
contradicts the 175 page version
Purchase best-of-breed delivery guide from
vendor
Do something agile related
Finalize and implement culture of blame

11. @sallet_t
Thank you!

12. Jason Little | @jasonlittleRethinking Transformation |
How did we get here?
Re-organization
Externally visible failures Creation of new departments
Implementation of new centralized processes

13. We didn’t plan our way into the state
we’re in today…it just happened
Me, I guess.

15. Jason Little | @jasonlittleRethinking Transformation |
Why Change Fails?
0%
17.5%
35%
52.5%
70%
2010 2011 2012 2013 2014 2015 2016
Failure to Change Culture
Resistance to Change
Lack of Skill
Lack of Management Support
1995 – Kotter: 30%
1998 – Turner and Crawford: 33%
2005 – Procsi: 29%
2008 – Mckinsey: 30%
2011 – Standish Group: 34%
Hammer and Champy – 1993
Beer and Nohria – 2000
Senturia – 2008
These are myths.
1 - consider the source
2 - ask yourself, how useful is
this data?

16. Jason Little | @jasonlittleRethinking Transformation |
Because. disruption!

17. We crave certainty in a world where much is
both unknown and unknowable and we refuse
to accept that because it creates anxiety
Nathan S. Collier
Author: 99 Thoughts to Help You Fill Your Life Management Tool Box

18. Jason Little | @jasonlittleRethinking Transformation |
PARC Research
“The way forward is paradoxically
to look not ahead, but to look
around” - John Seely Brown, The
Social Life of Information

19. Jason Little | @jasonlittleRethinking Transformation |
KodakCoin?
Complain all you want…they’re still
around after 138 years.

20. Jason Little | @jasonlittleRethinking Transformation |
Southwest Airlines
10-minute turnaround

21. Jason Little | @jasonlittleRethinking Transformation |
weology
The bank card fiasco

22. Jason Little | @jasonlittleRethinking Transformation |
How interested are you
in this change?
How much time can
you dedicate to it?

23. Ask, and vote for questions I’ll answer at the end here: http://sli.do code: 5109
“Love the Kanban Board!! I’ve lost count
of how many problems we’ve solved;
landmines and pot-holes we’ve avoided
during our weekly the 30 minute
retrospective meetings at the Kanban
board. “

24. Jason Little | @jasonlittleRethinking Transformation |
Measure
yourself first

25. Jason Little | @jasonlittleRethinking Transformation |
Movers:
Movables:
Immovables
Biased toward action
Inspires others
Shakes up status quo
Positive skeptics
Need social proof
Can operationalize the change
We label them as ‘resisters’
Can become strong supporters
Opt-out sooner
= paths of influence

26. Jason Little | @jasonlittleRethinking Transformation |
Team 1
Dev Dept
QA
‘Business’
Marketing
Social connections
Formal Connectors
You
Person you want to influence

27. Jason Little | @jasonlittleRethinking Transformation |
“People who see life as
anything more than pure
entertainment are missing
the point.”

28. Jason Little | @jasonlittleRethinking Transformation |
References
https://sloanreview.mit.edu/article/lessons-from-the-maker-movement/
http://www.kilmanndiagnostics.com/kilmann-covin-organizational-influence-survey
leanchange.org/stories
https://en.wikipedia.org/wiki/Betweenness_centrality
https://www.ebscohost.com/uploads/imported/thisTopic-dbTopic-1248.pdf