change + challenges + chances

Change + Challenges + Chances + Mike Leber + Stefan Haas

Lean Change - Challenges & Chances

Challenges Chances

• Speed

• Organizational Culture

• Motivation & Resistance

• Different views & Diverging goals

• Uncertainty about acceptance and sustainability

• Understanding

• Purpose, Shared Values & Vision

• Creative Solutions

• Buy-in, Adoption, Responsibility

• Organizational Fitness

„Without  changing  our  pa/erns  of  thought,    we  will  not  be  able  to  solve  the  problems    we  created  with  our  current  pa/erns  of  thought  “     (Albert  Einstein)  

Lean Change - What is it?

• Fresh iterative approach to Change in Complex Environments

• Dancing with Uncertainty

• Directly involving affected People

• Collaborative Learning and Leadership Approach

• Evolutionary Growth

Building upon established models & disciplines,such as Design Thinking and Lean Startup

Lean Change - Premisses?

• Systemic view about Organization („organic“)

• Transparency & Collaboration

• Experimental and empirical Process

• People, Empathy and Trust

Attaching to People’s assumptions, needs and values fosters emerging structures, fit for purpose

“Everyone designs who devises courses

of action aimed at changing existing

situations into preferred ones.”

Herbert Alexander Simon (June 15, 1916 – February 9,

2001) American political scientist, economist,

sociologist, psychologist, and professor at Carnegie

Mellon University

There are many different approaches to design

I design - you change

• Analytical, rationalist mindset:

• I take a series of inputs, analyse them and come up with a single answer

• Unilateral control

• Be right

© ProSieben

This way of design thinking has a long history.

Pruitt–Igoe housing project first occupied in 1954

Photo http://en.wikipedia.org/wiki/Pruit-Igoe

Analytical, rationalist approaches have trouble creating a solution that fits into a complex environment

Photo https://twitter.com/usabilla/status/506500316855300096

Demolition of Pruitt-Igoe housing project marked the end of modernism at 3:32 PM, July 15 1972 (Charles Jencks)

Photo http://en.wikipedia.org/wiki/Pruit-Igoe

http://youtu.be/mkJ-Uy5dt5g

"For a finite-size system to persist in time (to live), it must evolve in such a way that it provides easier access to the imposed currents that flow through it." 1. Life is flow: all flow systems are live systems,

the animate and the inanimate. 2. Design generation and evolution is a

phenomenon of physics. 3. Designs have the universal tendency to evolve

in a certain direction in time. The constructal law is a first principle of physics that accounts for all design and evolution in nature. It holds that shape and structure arises to facilitate flow. The designs that arise spontaneously in nature reflect this tendency: they allow entities to flow more easily – to measurably move more current farther and faster for less unit of useful energy consumed.

CONSTRUCTAL LAW

Wooga New Kitchen Opening

Photos http://www.wooga.com/2012/06/if-i-had-a-hammer-new-kitchen-opening/

Photo http://www.metalocus.es/content/en/blog/oma-wins-axel-springer-compettion courtesy OMA

Dr. Mathias Döpfner, Chief Executive Officer of Axel Springer

SE: “… The fundamental innovation of working

environments will support the cultural transformation towards a digital publishing house. …”

http://www.axelspringer.de/en/presse/Axel-Springer-architectural-competition-Final-decision-in-favor-of-concept-from-Rem-Koolhaas-OMA_20439185.html

Wicked Problems• A problem that is difficult or

impossible to solve because of incomplete, contradictory, and changing requirements that are often difficult to recognise

• Because of complex interdependencies, the effort to solve one aspect of a wicked problem may reveal or create other problems

• Design Thinking is a formal method for practical, creative resolution of problems and creation of solutions, best suited to solve wicked problems.

Photo by Daniela Hartmann via Flickr, CC Licence Info

Problem

Solution

Design Thinking Modes

http://dschool.stanford.edu/use-our-methods/the-bootcamp-bootleg/

EMPATHIZE

DEFINEIDEATE

PROTOTYPETEST

http://futureworksconsulting.com/wp-content/uploads/2008/07/retroframewkweb.pdf

Grow Company

Extend Portfolio

Keep Culture Healthy

Be Best Option 4 Customer

No 1 Workplace

Market Leader

Positive Feedback from

Employees

Dysfunctional Teams

Bad Customer Feedback

High Turnover

Autonomous Product Teams

Actionable Metrics

Transparency

Scrum

Short Feedback

Cycles

Mention on deutschlands100.de

http://www.businessmodelgeneration.com/canvas/vpc

Make constraints

visible

Teams don’t make use of

freedom

Lack of trustLack of respectLack of focus

Fear & blaming

Dysfunctional Teams

Focused Retrospective

EXPERIMENTS

H: Teams need space to learn

H: Teams need space to learnhttp://leanchange.org/

Autonomous Product Teams

Dysfunctional Teams Product Team

Market Leader

Drive Sales pressure Individualism

Focused Retrospective

Authority Board

http://leanchange.org/

http://www.youtube.com/playlist?list=PLC1C9F5C39EBF7266

27

28

Artifacts

Expoused Values

Underlying Assumptions

LEVELS OF ORGANIZATIONAL

CULTURE

Edgard H. Schein

D.MINDSETShttp://dschool.stanford.edu/use-our-methods/the-bootcamp-bootleg/

Reframing Organisational Development

• Organisational development is a wicked problem like urban planning or new product development

• Design Thinking is a discipline that uses a designer’s perspective to solve wicked problems

• We can learn from Design Thinking how to combine empathy, creativity and rationality to iterate towards organisational fitness

Summary

• Considering Complexity and Emergence

• Adaptive Organizations

• Collaboration, Transparency, Visualization

• Enabling Learning Organization

• Participative, DIY Approach to Change using a designer’s mindset with Design Thinking