Lean Change Management (part II) - IAD 2014

2. IAD2014
fabioarmani

3. IAD2014
fabioarmani

5. in detail

6. 8. Required Investment
Constraints around time, cost and effort
7. Wins
Moral
Performance
Capability
1. Urgency
Top 3 drivers, and what
needs to change
Capability of Org to
execute:
5. Target State
Strategic pillars, common
enablers, etc.
6. Success Criteria
Change will stick when
…
3. Vision
Single compelling
statement that describes
what the “destination“
looks like
Key Behaviours:
4. Communication
2 way path of
communication
9. Action
Key methods used to
implement change
2. Change Recipients
Who is impacted by the
change
Guiding Teams:
Lean Change Canvas XYZ Company
04-Jan-2013
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7. MVC -
1

8. MVC -
• Root Cause Analysis
• Five Whys
• Value Stream Mapping
• Waste:
– Partially done work
– Extra features
– Delays
– Defects
– …

9. MVC #
• Articulate Urgency for your MVC by performing root
cause analysis
– Collaborate with your change participants to outline a set of
benefits that will matter to them
– Chose some qualitative benefits, such as morale, improved
capability … customer satisfaction
– Select some quantitative benefits, improvements in lead time …

10. MVC -
2

11. MVC -
• Locate Change Participants within the Organization
• MVC that could be targeted at change participants
include:
– Helping Managers and executives improve organizational agility
(Jurgen Appelo’s Managemnt 3.0 framework)
– Helping developer achieve better agility through adoption of CI and
test driven development
– Piloting particular Agile method (e.g Kanban, Scrum, eXtreme
Programming …) or practice (TDD, story mapping …) to help a specific
team improve their delivery

13. MVC #
• Associate your MVC Canvas with a set of Change
Participants
1. Annotate your stream map and/or 5 Whys analysis with
impacted participants
2. Evaluate specific change participants in terms of their
willingness and capability to serve as a change champion and
part of a guiding team
3. Add the the appropriate change participants to your Change
Canvas, segmenting by role (impacted or acting as
stakeholders)
4. Annotate each participant to associate them with the problem/
countermeasure in the urgency section

14. MVC -
3

15. MVC -
• The Vision portion is all about articulating the objectives
of your MVC in a single compelling statement that
resonate with recipients
– Fat a minimum, the Vision section requires a single, bold
statement
– A good Vision is short and memorable
– Determine an overall cadence/heartbeat for each of your
communications
– Create an initial backlog of communication : send out

16. Vision – LEGO Movie

17. MVC #
• Formulate a Vision for your MVC
1. Conduct a workshop with your recipients to come up with a
Vision statement that is concise, bold and encourages action!
2. See if you can encourage one of your recipients to engage in
some visual thinking.
3. Create a drawing or a Change Sculpture (e.g. with LEGO) that
represents the change Vision

18. MVC –
4

19. MVC –
• Target Options represent what the working environment
may look after the change initiative has been
successfully implemented
– Consider a number of elements in telling the story of variuos
target options
• Value Network Design
– Helps articulate and refine target options
• Knowledge workers organization
– Jurgen Appelo
– Don Reinersten
– David J. Anderson

20. Target Op9ons

21. ValueNetworkDesign

22. ValueNetworkDesign
• The atomic unit is a cross-
functional team
• Feature teams / Components
teams
• Community of Practices
• Disciplines

23. MVC #
• Design a Value Network for your MVC for one Target
Option and summarize on the Change Canvas
1. Collaborate with your change participants to outline a set of
benefits that will matter to them
2. Chose some qualitative benefits, such as morale, improved
capability … customer satisfaction
3. Select some quantitative benefits, improvements in lead time
…

24. MVC -
4

25. MVC -
• Determine how you will support your MVC with
Communication
– Figure out your overall flow of communication
– Consider channels of communication
– Determine an overall cadence/heartbeat for each of your
communications
– Create an initial backlog of communication : send out

26. MVC #
• Outline the benefits of your MVC on the Change Canvas
1. Collaborate with your change participants to outline a set of
benefits that will matter to them
2. Chose some qualitative benefits, such as morale, improved
capability … customer satisfaction
3. Select some quantitative benefits, improvements in lead time
…

28. MVC -
• Plan Change in a co-creative way
• Expect your change plan to be wrong

29. MVC #
• Determine how you will support your MVC with
Communication
1. Figure out your overall flow of communication
2. Consider channels of communication
3. Determine an overall cadence/heartbeat for each of your
communications
4. Create an initial backlog of communication : send out

30. Change Canvas
• Plan Change in a co-creative way
• Expect your change plan to be wrong

31. Plan Change in a co-creative way
#leanChange

36. Adopting Agile methods leads to a profund
change in thinking, values and capability
These are both boats …
But a steamboat … … is nothing like a motor boat

37. Adopting Agile methods leads to a profund
change in thinking, values and capability
• A legacy
organization ...

38. Adopting Agile methods leads to a profund
change in thinking, values and capability
… is not like an
agile organization

41. Organizational Change
• The leads to a flawed view of organizational change
Current state Desired state
Assessment Gap Analysis Plan
Vision

42. We need a different mental model
• The organization as a Complex Adaptive System (CAS)

43. Complex Adaptive System
• A dynamic network of many agents
– acting in parallel
– acting and reacting to what other agents are doing
• Control is highly dispersed and decentralized
• Overall system behavior is the result of a huge number
of decisions made constantly by many agents

44. Local goals and gaps
• Local agents (individual, project teams, discipline
coworkers) identify local gaps based on their local goals
Vision
Current state Desired state
Local ac9ons
Inspect
Current state Desired state
Local ac9ons
Inspect
Current state Desired state
Local ac9ons
Inspect

45. Different views of success
• Newtonian view
– Success = closing the gap with the desired state
• CAS view
– Success = achieving a good fit with the environment

46. ADAPTing to Agile
Development

47. A
D
A
P
T
Awareness that the current approach isn’t working
Desire to change
Ability to work in an agile manner
Promote early successes to build momentum and get
others to follow
Transfer the impact of agile throughout the
organiza9on so that it s9cks

48. Individual and group change
• All individuals will need to move through the Awareness,
Desire, and Ability stages
– But will do so at different rates
• Early adopters and leaders:
– Use the Promote stage to build Awareness and Desire in later
adopters
– Need to Transfer the impact of agile to groups like Human
Resources or the transition will fail

49. 49
pilot projects

52. The Purpose of the Transforma9on
Canvas
• Why do we need a Transformation Canvas?
• Change Canvas > Minimal Viable Change
• Change Agents can validate a MVC by
moving it through the Validated Change
Lifecycle

55. Transforma9on Canvas
• Ground and constrain various MVCs that
pass through the organization
• Point of reference

57. Transforma9on Canvas
• Models the elements of an Enterprise/
Organizational Transformation
• Different in scope
• Models the the concern of:
– Entire organization
– Very large subset of it
• The TC can be validated through the
implementation of one or more MVC

59. TC #
• Run a Transformation Canvas Workshop to plan an Agile
Enterprise Transformation
1. Determine who will participate in the workshop
2. Decide if you need to run sessions for multiple groups
3. Conduct your transformation generation workshop(s) : visual
thinking

60. Traversing the Canvas based on Risk
• Common Transformation Risks:
– Resistance to change
– Correctness of change: incorrect changes >
wrong for the organization
– Unsustainable change (revert to previous ways of
working)

62. Across mul9ple Risks
• Risks will be mitigated by jumping across the
canvas:
– Switching between risk types

64. Prioritizing MVCs for a
Transformation

70. A documented, detailed
process cannot match the
complexity of the human brain!
“

71. Agile and Lean provide a Vision
for Success in today’s Complex
Customer Driven World

77. Executing on Lean and Agile
requires a fundamental shift in the
way most organizations work

78. The Big C-Change traditionally
used by Big C-Consulting firms is
fundamentally wrong for Agile
Change

79. Using Scrum to Inspect and Adapt
– A better approach to agile
change, but often results in to
large a change that does not fit all
context

80. Kanban – a viral, evolutionary
approach to change
management

81. Lean Change – combining
Kanban, Kotter’s 8 Steps and
Lean Startup Thinking

84. thanks

85. Fabio Armani
www.open-ware.org
f.armani@open-ware.org, @fabioarmani