Organizational Change can be complex and challenging. Often the problem isn't the method being used, but not having the right set of tools to help you make sense of what is happening. These are 4 tools and visualizations you can use regardless of which change methodology you are using.

1. V I SUA L I Z I N G COMP L EX
CHANGE
JASON LITTLE
WWW.L E A N C H A N G E . O RG
@JASONLITTLE

2. 4 TOOLS FOR VISUALIZING COMPLEX CHANGES
PERSPECTIVE MAPPING
ORGANIZATIONAL CHART LANDMINES!
BLAST RADIUS OF CHANGE
INTERCONNECTEDNESS OF CHANGES WITH 7S

3. PERSPECTIVE MATTERS
CIO
We’re going Agile to remain competitive.
Yeah right, he has no idea what this means,
our teams don’t have the skills…
Yay! A new fad…the managers will never let
us do this.
THERE IS NO MAGIC SOLUTION TO CREATE ALIGNMENT
1 -PERSPECTIVE MAPPING

4. COLLECT DATA BEFORE IMPLEMENTING THE CHANGE
EXECUTIVES
FORCE FIELD ANALYSIS - EXECUTIVE LEVEL
“WHAT WILL HELP THIS CHANGE SUCCEED?”
“WHAT WILL HOLD THIS CHANGE BACK?”
SUPPORTING
THE CHANGE
HOLDING BACK
THE CHANGE
1 -PERSPECTIVE MAPPING

5. REPEAT WITH MANAGEMENT - COMPARE DATA WITH EXECUTIVE DATA
FORCE FIELD ANALYSIS - MANAGEMENT LEVEL
“WHAT WILL HELP THIS CHANGE SUCCEED?”
“WHAT WILL HOLD THIS CHANGE BACK?”
SUPPORTING
THE CHANGE
HOLDING BACK
THE CHANGE
MANAGERS
SHOW MANAGERS THE EXECUTIVE DATA AT THE END
1 -PERSPECTIVE MAPPING

6. REPEAT WITH TEAMS/STAFF - COMPARE DATA WITH EXECUTIVE/MANAGEMENT DATA
FORCE FIELD ANALYSIS - TEAM/STAFF LEVEL
“WHAT WILL HELP THIS CHANGE SUCCEED?”
“WHAT WILL HOLD THIS CHANGE BACK?”
SUPPORTING
THE CHANGE
HOLDING BACK
THE CHANGE
TEAMS/STAFF
SHOW TEAMS/STAFF EXECUTIVE/MANAGEMENT DATA AT THE END
1 -PERSPECTIVE MAPPING

7. VISUALIZE ALL THE DATA TOGETHER
PERSPECTIVE
DATA
EXECUTIVES
MANAGERS
TEAMS/STAFF
SUPPORTING
THE CHANGE
HOLDING BACK
THE CHANGE
THEME 1 THEME 1I
1 -PERSPECTIVE MAPPING

8. BY LAYER? AS A GROUP?
+
-
More effective conversations
Faster feedback
Can speed up alignment
Hard to do in bigger orgs
At odds with current culture
Fear with staff to speak up
+
-
Easier to schedule for larger orgs
Safer if you suspect trust issues
Scalable
More overhead for change team
Prolongs lack of honest dialogue
May preserve that status quo
1 -PERSPECTIVE MAPPING

9. ORGANIZATIONAL CHART LANDMINES
BUSINESS IT
PRODUCTS MARKETING DEV QA OPS
WHO IS IMPACTED? HOW SEVERE IS IT FOR EACH DEPARTMENT?
HIGH
MEDIUM
LOW
2 -ORGANIZATIONAL CHART LANDMINES!

10. “FIREWALL” THE CHANGE
BUSINESS IT
PRODUCTS MARKETING DEV QA OPS
EXPERIMENT: TRY AGILE WITH ONE PRODUCT
HIGH
MEDIUM
LOW
2 -ORGANIZATIONAL CHART LANDMINES!

11. A DIFFERENT VISUALIZATION - BLAST RADIUS
PRODUCT 1
DEPENDENT!
DEV
CUSTOMERS
OPS
MARKETING
QA PROCESS
STATUS !
REPORTS
Processes Affected
PILOT!
TEAM
TEAM(S)
People Affected
Directly Affected
In-Directly Affected
Observers
+ Early Adopters
- Laggards
Fence-sitters
+
+
-
-
! Hard to change
“Easier” to change
!
3 -BLAST RADIUS OF CHANGE

12. VISUALIZING COMPLEXITY WITH MCKINSEY 7S
A CHANGE HERE…
STRATEGY STRUCTURE SYSTEMS
SHARED VALUES
STAFF SKILLS STYLE
4 -VISUALIZING COMPLEXITY

13. VISUALIZING COMPLEXITY WITH MCKINSEY 7S
A CHANGE HERE…
STRATEGY STRUCTURE SYSTEMS
SHARED VALUES
STAFF SKILLS STYLE
AFFECTS THE OTHER 6 DIMENSIONS…
4 -VISUALIZING COMPLEXITY

14. WHAT IS AFFECTED IN EACH AREA? HOW HARD WILL EACH CHANGE BE?
REALLY HARD!
STRATEGY STRUCTURE SYSTEMS
SHARED VALUES
QUICK WIN!
STAFF SKILLS STYLE
DO THIS EXERCISE FOR EACH DIMENSION
4 -VISUALIZING COMPLEXITY

15. WHAT IS AFFECTED IN EACH AREA? HOW HARD WILL EACH CHANGE BE?
THEME 1
STRATEGY STRUCTURE SYSTEMS
SHARED VALUES
STAFF SKILLS STYLE
VISUALIZE INTERDEPENDANCE BETWEEN DIMENSIONS
4 -VISUALIZING COMPLEXITY

16. ADD THE DETAILS
AGILE TEAM PILOT PROGRAM
WHAT IS CHANGING? WHAT IF IT DOESN’T CHANGE?
STRATEGY Get products to market sooner to increase
customer retention
Status quo will be preserved, with new
labels only
STRUCTURE re-organize functional teams into product
teams
Fighting and competition between
departments will increase, strategy not
realized.
SYSTEMS Implement new tooling for pilot teams
Team will be forced into using existing in-adequate
tools, slower production, lower
quality, strategy not realized.
STYLE Managers and PMs become servant
leaders
Teams will be unable to fully self-organize,
benefits of strategy not realized.
STAFF Increased self-organization
“Style” will continue to be command and
control
SKILLS Training
Staff and Management won’t have the
knowledge to support the change.
4 -VISUALIZING COMPLEXITY

17. USING THESE TOOLS WITH OTHER METHODS
PERSPECTIVE MAPPING LANDMINES!
- use to create awareness (ADKAR)
- creates urgency (Kotter)
- contributes to engagement (PCI)
- creates personal connection (PCI)
SUMMARY
- understand resistance
- identify if more planning is needed
- learn what to avoid…for now
BLAST RADIUS INTERCONNECTEDNESS
- identify quick wins (Kotter)
- increases knowledge (ADKAR)
- contributes to shared values (7S)
- communicate risks
- identifies reach of change coalition (Kotter)
- plan for intended consequences
- stakeholder alignment and buy-in

18. lIKE WHAT YOU SEE?
"This is a key piece of work for further advancing
agile, lean and change management. It's a must read
for anyone starting a transformation" - Jamie
Longmuir, Agile Practitioner
!
Lean Change Management is a collection of innovative
practices for managing organizational change. It
combines ideas from Lean Startup, Agile, Neuroscience
and traditional change management to create a
feedback-driven approach to change that can be
adapted to any organization.
Get the Book

19. WANT TO SEE MORE?
BUILDING YOUR OWN CHANGE
FRAMEWORK
(SLIDESHARE)
APPLYING LEAN STARTUP TO CHANGE
(SLIDESHARE)

20. WWW.L EANCHANGE.ORG