20 tips to implement and rollout organisational change projects v1.2
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Updated version - 20 Tips to implement and rollout Organisational Change Projects: Think Lean, think Agile, deliver value early, and more...TRANSCRIPT
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rollout Organisational Change Projects Michael Tarnowski
Arthur John Picton: https://www.flickr.com/photos/arthurjohnpicton/4383221264/in/faves-58564123@N05/
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Change is inevitable
compassrose_04 https://www.flickr.com/photos/compassrose_04/7321975372
Change is inevitable
Change is a process
Change is not an event
Change never stops
Change is continuous
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Organisations aren’tr any different than People
…because people/employees are their base!Heather Gold: https://www.flickr.com/photos/subvert/4419653281/in/faves-58564123@N05/
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Organisations are difficult to change
Luis Vilanova https://www.flickr.com/photos/32951050@N05/3204345416/
It’s difficult to change Organisations since it’s difficult to change Employees
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Fear to Change
Rubén Díaz Alonso https://www.flickr.com/photos/outime/3974810429/
Employees fear Change
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Resistance to Change
Rubén Díaz Alonso https://www.flickr.com/photos/outime/4250568447/
Employees resist Change
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Problems of Organisational ChangeIn Organisational Change Projects you are confronted with
• Resistance
• Fear
• Loss of Trust
• No-Commitment
• Resignation
• …
Kevin Dooley https://www.flickr.com/photos/12836528@N00/3166121241/
Here are 20 tips how to cope with this
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Active Management Attention
Kristof Ramo https://www.flickr.com/photos/kristoframon/3526530172
1. Call for Active Management Attention and Support
As Manager:
Walk your talk! – Be present at all levels
Trust your employees – let them detail high level change objectives from their perspective / needs
Let them contribute in activities, artefacts, processes, and procedures
Allocate needed resources
Serve your employees
Define yourself by accomplishments of your employees
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Realistic Schedule
Dafne Cholet https://www.flickr.com/photos/dafnecholet/5374200948
1. Have a realistic Schedule
Don’t under-estimate the effort
Implementing Change at least (see
John Kotter’s phase model): 1-2 years
Add time to acclimate to the new culture (further marketing the change): 1 year
Harvesting the new culture & benefits after rollout not earlier than: 3 years
Don’t accept management wish-thinking
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Assistance and Guidance
Lara Cores https://www.flickr.com/photos/57375589@N05/13056506394/
3. Offer at all levels your Assistance and Guidance
Help with Assistance and Guidance
Support the frontline actively with engagement, knowledge and technology in all improvement activities
Explain unmovable constraints
Remove impediments
Stop Wasting People’s Time
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Personal Vision – Shared Vision
4. Create Shared Visions by valuing Personal VisionsElvin https://www.flickr.com/photos/25228175@N08/6105804458/
Respect and value employee's Personal Vision
Personal Visions defines their identity, attitudes, behaviours, empathies, and resistances.
Create Shared Visions
Shared Visions build Collective Identity
Match Change’s objectives with the employee's Personal Visions
Identify resistance and blockers as fast as possible
Use LEGO Serious Play workshops to develop Shared Visions correlating with employees vision and change initiative objectives
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Trust
Nick Ford https://www.flickr.com/photos/23000678@N05/2208787413/
5. Assure employees to trust and to be trusted
An Organisation has always to fulfil the Trust of employees
Because employees trust in them!
Involve all who have needs
Show improvement actions on all operational levels transparently
Align and engage change with the business
Motivate with giving confidence and responsibilities
Allow mistakes
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Transparency
Nina Matthews https://www.flickr.com/photos/21560098@N06/6722653055/sizes/l/
6. Be always transparent on all levels
Show Transparency as much as possible:
Deploy Early and Often
Show progress / results all-time
Communicate success, problems, and failures
Make all data highly available (whiteboard at a prominent place)
Involve at all levels employees in detailing high level change objectives to their needs
Establish feedback cycles and discussion forums
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Commitment
Prasanth Chandra https://www.flickr.com/photos/35092241@N03/6028269649/
7. Strive for Mutual Commitment
You get no Commitment from management top-down-orders only
It’s a 2-side coin: if you are not committed yourself, you get no commitment
Build commitment on
• Trust and Transparency• Motivation (on individual, team, and
department / management level)
• Embedding in decisions all involved
• Showing everybody the personal benefits and values
• Creating “Small World Networks” spreading connections feature-driven
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Process Engineering Group w/ Change Agents
David Wall https://www.flickr.com/photos/dwonderwall/3340589299/in/faves-58564123@N05/
Process Engineering Group –core team driving the Change.
Vertical and horizontal representatives of all teams/depart. involved
Supports actively on all levels employees in finding objectives, implementing, and rollout change
Change Agents – promoting and multiplying the Change
Representatives of all management levels
Some of them should be part of the PEG
Agile Coach:
Systemic supervision by an Agile mind set
8. Establish active community to drive, support, and promote Change at the frontline
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Communicate
Marc Wathieu https://www.flickr.com/photos/88133570@N00/4074440716/
9. Communicate! Communicate! Communicate!
Communicate! Communicate! Communicate!
• …success stories as well as failures
• …constraints, objectives, goals
• …motivation and benefits
• …time lines and schedules
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Create Impact
Jekurantodistaja https://www.flickr.com/photos/91248320@N04/11161074753/
10. Create Impact at all levels
Spread across the organisation that your grass is greener – use the domino effect: “Let me join your team!”
Give employees room for feedback
Let employees experience improvement benefits personally – “Continuous Improvement Process”
Engage enthusiastically supportive employees
Reward by giving responsibilities or status – not by money
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Create Experimentation Culture
Paolo Lottini https://www.flickr.com/photos/12215612@N06/6119908332/
11. Create Experimentation Culture
Roll out Iteratively
Prototype / Test all improvement ideas – even the smallest one – at the frontline
Keep test teams small (3ppl)
Test repeatedly and often
Constantly remove guesswork
Be metrics driven – define metrics by prototype’s usage / purpose
Make all data highly available
Allow failures – tests can fail!
Encourage employees’ engagement
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Energise Employees Emotionally
Plays-In-Business: “Agile Games Evening 2012” – Photos: Tobias Cieplik
12. Find solutions in a Playful Way
Playing
• …addresses emotionally
• …energises with fun
• …motivates by heart
• …commits easily
• … connects people and goals
• … transfers goals and objectives
• … opens creativity quickly via metaphors, pictures, symbols, story telling
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Challenge Employees
13. Challenge and Engage Employees
Get enthusiastic support and buy-in upfront
Assign neutral facilitator(s) to assure everyone will be heard
Use engaging collaboration formats and facilitation (Open Space, Barcamp, Fish-Bowl, World Café, Innovation Games, Agile Games, LEGO Serious Play)
Create Declarations of Understanding
Celebrate successes
Richard Parmiter https://www.flickr.com/photos/parmiter/2521273890
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Value Stream and Business Alignment
kafka4prez https://www.flickr.com/photos/kafka4prez/5551473459
14. Align Change Activities on Value Stream and Business
Value (of the change) is pertinence of usage the change brings to organisation / frontline
Identify waste using Games and Retrospectives (Innovation Games)
Assess projects and teams in terms of• …creating flow by eliminating
waste.• …needs / business value /
importance
Select “pilot projects” for change activities / artefacts according to business needs and value stream
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Create Value
Billy Wilson https://www.flickr.com/photos/32132568@N06/4804943273/
15. Think Lean. Prototype. Deliver Value
Prototype early – Don’t over-enginieer
Ship directly usable artefacts time-boxed and incrementally
Establish reliable metrics and reporting cycles
Use, evaluate, and improve all shipped artefacts immediately:
“Build-Measure-Learn” (Lean-Startup-Cycle, Eric Ries)
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Lean Change Canvas
Pip https://www.flickr.com/photos/pip/4967680686/in/pool-productivity_kanban_gtd_lean/
Visualise teams the impact of their change activities (on whiteboards)
Monitor Progress with Lean Change Canvas Metrics:• Urgency: “What is urgency?” “From who’s
perspective?”
• Change Recipients: “Who is affected?” – “How many?”
• Vision: “What’s the goal intended?”
• Communication: “How will we communicate?”
• Success Criteria: “When will change stick?” – “What’s the definition of Done?”
• Target State: “Where do we want to go?”
• Required Investments (effort): “What should we prepare?” – “How much?”
• Benefits / Wins (not monetary only): “Who gains most?” – “How much?”
16. Visualise and Monitor Progress continuously
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Agile Rollout Policies
Mykl Roventine https://www.flickr.com/photos/myklroventine/7911487006/in/photostream
17. Think Agile. Establish Rollout Policies
Implement artefacts with daily feedback loops in core team (24hrs)
Release artefacts in directly usable increments in 2wks sprints
Define retrospective intervals per sprints
Define success criteria (“Definition of Done”)
Scrum
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Scaling Change
santacroce https://www.flickr.com/photos/86131800@N00/1335971537/
18. Scale the Change
Use same agile rollout policies in the line as in core team:
• Incremental releases (24hrs/2wks)
• Build-Measure-Learn
frontline team 1
frontline team 2
frontline team 3
frontline team 4
Team coaches
Core team(Process Engineering Group)
Agile Coach
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Retrospectives
Kevin Lau https://www.flickr.com/photos/87473264@N00/767491038/
19. Create Learnings regularly
Use Retrospectives (i.e. regular team
meetings after 4-6 sprints each) to:• “Inspect & Adapt” – reflect with core
team and others involved their way of working, and how to continuously improve
• identify and commit actions to be done to improve
• empower teams and improve the team productivity
• increase product quality
• identify impediments
• collect learnings
• adapt to changing objectives and requirements
4 Questions:
1. “How are we doing?”2. “What's going well?”3. “What's not going well?”4. “What steps can we take to improve?”
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Offer Alternatives
20. Forget about pleasing everybody: Offer Alternativesrabiem22 https://www.flickr.com/photos/rabiem/8398594857
You can’t get everyone on the bandwagon
Permanent motivating, explaining, and convincing people puts pressure you and slows down the transformation
Provide Alternatives / Exit strategies to employees not willing to follow the change:
• moving to new teams / departments with same mind sets
• telework opportunities• early retirements• cancellation agreements• pay employees to quit (Zappos,
Amazon)
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Questions? – Comments? – Interested in consultancy?
Drop me a note:[email protected]
Or call me: +49-172-6915261 (mobil)
Twitter: @M_Tarnowski, @PlaysInBusinessFacebook: http://bit.ly/PiB-FBLinkedIn: http://bit.ly/MT-LinkdInXing: http://bit.ly/MT-XingSlideShare: http://bit.ly/MT-SShare
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Trained Innovation Games Facilitator Trained LEGO Serious Play Facilitator Management 3.0 certified Facilitator Certifed Scrum Master, Agile Coaching ISO 15504/Automotive SPiCE Assessor Requirements Engineering & Management
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