lean change management (part ii) - iad 2014

IAD2014 fabioarmani

IAD2014 fabioarmani

in detail

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:

LeanChangeCanvas XYZCompany04-Jan-2013

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MVC -

1

MVC - •  Root Cause Analysis •  Five Whys •  Value Stream Mapping •  Waste:

–  Partially done work –  Extra features –  Delays –  Defects –  …

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 …

MVC -

2

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

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

MVC -

3

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

Vision – LEGO Movie

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

MVC –

4

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

TargetOp9ons

Value Netw

ork Design

Value Netw

ork Design

•  The atomic unit is a cross-functional team

•  Feature teams / Components teams

•  Community of Practices •  Disciplines

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

…

MVC -

4

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

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 …

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

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

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

Plan Change in a co-creative way

#leanChange

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

Adopting Agile methods leads to a profund change in thinking, values and capability

•  A legacy organization ...

Adopting Agile methods leads to a profund change in thinking, values and capability

… is not like an agile organization

Organizational Change •  The leads to a flawed view of organizational change

Currentstate Desiredstate

Assessment GapAnalysis Plan

Vision

We need a different mental model

•  The organization as a Complex Adaptive System (CAS)

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

Local goals and gaps •  Local agents (individual, project teams, discipline

coworkers) identify local gaps based on their local goals

Vision

Currentstate DesiredstateLocalac9ons

InspectCurrentstate Desiredstate

Localac9ons

InspectCurrentstate Desiredstate

Localac9ons

Inspect

Different views of success •  Newtonian view

–  Success = closing the gap with the desired state

•  CAS view

–  Success = achieving a good fit with the environment

ADAPTing to Agile Development

A

D

A

P

T

Awarenessthatthecurrentapproachisn’tworking

Desiretochange

Abilitytoworkinanagilemanner

Promoteearlysuccessestobuildmomentumandgetotherstofollow

Transfertheimpactofagilethroughouttheorganiza9onsothatits9cks

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

pilot projects

ThePurposeoftheTransforma9onCanvas

•  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

Transforma9onCanvas

•  Ground and constrain various MVCs that pass through the organization

•  Point of reference

Transforma9onCanvas

•  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

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

TraversingtheCanvasbasedonRisk

•  Common Transformation Risks: – Resistance to change – Correctness of change: incorrect changes >

wrong for the organization – Unsustainable change (revert to previous ways of

working)

Acrossmul9pleRisks

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

Prioritizing MVCs for a Transformation

A documented, detailed process cannot match the

complexity of the human brain!

“

Agile and Lean provide a Vision for Success in today’s Complex

Customer Driven World

Executing on Lean and Agile requires a fundamental shift in the

way most organizations work

The Big C-Change traditionally used by Big C-Consulting firms is

fundamentally wrong for Agile Change

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

Kanban – a viral, evolutionary approach to change

management

Lean Change – combining Kanban, Kotter’s 8 Steps and

Lean Startup Thinking

thanks

Fabio Armani www.open-ware.org

f.armani@open-ware.org, @fabioarmani