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Agile Transition in Trouble? Using the Kotter Change Model as a Diagnostic Tool
 

Agile Transition in Trouble? Using the Kotter Change Model as a Diagnostic Tool

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Agile transitions tend to imply organizational change. According to change expert John Kotter 70% of all major change efforts in organizations fail. Is it any wonder that so many agile transitions ...

Agile transitions tend to imply organizational change. According to change expert John Kotter 70% of all major change efforts in organizations fail. Is it any wonder that so many agile transitions deliver only lukewarm results?

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Agile Transition in Trouble? Using the Kotter Change Model as a Diagnostic Tool Agile Transition in Trouble? Using the Kotter Change Model as a Diagnostic Tool Presentation Transcript

  • Agile Transition in Trouble? Using the Kotter Change Model as a Diagnostic Tool Alistair McKinnell www.valuablecode.com @amckinnell a.mckinnell@computer.org August 11 at Agile 2011
  • Leading Change:Why Transformation Efforts FailJohn P. Kotter
  • Leading Change:Why Transformation Efforts FailJohn P. Kotter70%
  • 1. Establishing a Sense of Urgency2. Creating the Guiding Coalition3. Developing a Vision and Strategy4. Empowering Broad-Based Action5. Communicating the Change Vision6. Generating Short-Term Wins7. Consolidating Gains and Producing More Change8. Anchoring New Approaches in the Culture
  • 1. Establishing a Sense of Urgency2. Creating the Guiding Coalition3. Developing a Vision and Strategy4. Communicating the Change Vision5. Empowering Broad-Based Action6. Generating Short-Term Wins7. Consolidating Gains and Producing More Change8. Anchoring New Approaches in the Culture
  • 1. Establishing a Sense of Urgency2. Creating the Guiding Coalition3. Developing a Vision and Strategy4. Communicating the Change Vision5. Empowering Broad-Based Action6. Generating Short-Term Wins7. Consolidating Gains and Producing More Change8. Anchoring New Approaches in the Culture
  • 1. Establishing a Sense of Urgency2. Creating the Guiding Coalition3. Developing a Vision and Strategy4. Communicating the Change Vision5. Empowering Broad-Based Action6. Generating Short-Term Wins7. Consolidating Gains and Producing More Change8. Anchoring New Approaches in the Culture
  • 1. Establishing a Sense of Urgency2. Creating the Guiding Coalition3. Developing a Vision and Strategy4. Communicating the Change Vision5. Empowering Broad-Based Action6. Generating Short-Term Wins7. Consolidating Gains and Producing More Change8. Anchoring New Approaches in the Culture
  • 1. Establishing a Sense of Urgency2. Creating the Guiding Coalition3. Developing a Vision and Strategy4. Communicating the Change Vision5. Empowering Broad-Based Action6. Generating Short-Term Wins7. Consolidating Gains and Producing More Change8. Anchoring New Approaches in the Culture
  • Agile “Sweet” Spot• Cross-functional team• Co-located team• Direct business connection• Frequent releases• Solid technical practice
  • X
  • XAgile “Sweet” Spot• Cross-functional team• Co-located team• Direct business connection• Frequent releases• Solid technical practice
  • 1. Establishing a Sense of Urgency2. Creating the Guiding Coalition3. Developing a Vision and Strategy4. Communicating the Change Vision5. Empowering Broad-Based Action6. Generating Short-Term Wins7. Consolidating Gains and Producing More Change8. Anchoring New Approaches in the Culture
  • 5. Empowering Broad-Based Action! Getting rid of obstacles! Changing systems or structures that undermine the change vision! Encouraging risk taking and nontraditional ideas, activities, and actions6. Generating Short-Term Wins! Planning for visible improvements in performance, or "wins"! Creating those wins! Visibly recognizing and rewarding people who made the wins possible7. Consolidating Gains and Producing More Change! Using increased credibility to change all systems, structures, or policies that dont fit the transformation vision! Hiring, promoting, and developing people who implement the change vision! Reinvigorating the process with new projects, themes, and change agents
  • 5. Empowering Broad-Based Action! Getting rid of obstacles! Changing systems or structures that undermine the change vision! Encouraging risk taking and nontraditional ideas, activities, and actions6. Generating Short-Term Wins! Planning for visible improvements in performance, or "wins"! Creating those wins! Visibly recognizing and rewarding people who made the wins possible7. Consolidating Gains and Producing More Change! Using increased credibility to change all systems, structures, or policies that dont fit the transformation vision! Hiring, promoting, and developing people who implement the change vision! Reinvigorating the process with new projects, themes, and change agents
  • 5. Empowering Broad-Based Action! Getting rid of obstacles! Changing systems or structures that undermine the change vision! Encouraging risk taking and nontraditional ideas, activities, and actions6. Generating Short-Term Wins! Planning for visible improvements in performance, or "wins"! Creating those wins! Visibly recognizing and rewarding people who made the wins possible7. Consolidating Gains and Producing More Change! Using increased credibility to change all systems, structures, or policies that dont fit the transformation vision! Hiring, promoting, and developing people who implement the change vision! Reinvigorating the process with new projects, themes, and change agents
  • 5. Empowering Broad-Based Action! Getting rid of obstacles! Changing systems or structures that undermine the change vision! Encouraging risk taking and nontraditional ideas, activities, and actions6. Generating Short-Term Wins! Planning for visible improvements in performance, or "wins"! Creating those wins! Visibly recognizing and rewarding people who made the wins possible7. Consolidating Gains and Producing More Change! Using increased credibility to change all systems, structures, or policies that dont fit the transformation vision! Hiring, promoting, and developing people who implement the change vision! Reinvigorating the process with new projects, themes, and change agents
  • 5. Empowering Broad-Based Action! Getting rid of obstacles! Changing systems or structures that undermine the change vision! Encouraging risk taking and nontraditional ideas, activities, and actions6. Generating Short-Term Wins! Planning for visible improvements in performance, or "wins"! Creating those wins! Visibly recognizing and rewarding people who made the wins possible7. Consolidating Gains and Producing More Change! Using increased credibility to change all systems, structures, or policies that dont fit the transformation vision! Hiring, promoting, and developing people who implement the change vision! Reinvigorating the process with new projects, themes, and change agents
  • 5. Empowering Broad-Based Action! Getting rid of obstacles! Changing systems or structures that undermine the change vision! Encouraging risk taking and nontraditional ideas, activities, and actions6. Generating Short-Term Wins! Planning for visible improvements in performance, or "wins"! Creating those wins! Visibly recognizing and rewarding people who made the wins possible7. Consolidating Gains and Producing More Change! Using increased credibility to change all systems, structures, or policies that dont fit the transformation vision! Hiring, promoting, and developing people who implement the change vision! Reinvigorating the process with new projects, themes, and change agents
  • 5. Empowering Broad-Based Action! Getting rid of obstacles! Changing systems or structures that undermine the change vision! Encouraging risk taking and nontraditional ideas, activities, and actions6. Generating Short-Term Wins! Planning for visible improvements in performance, or "wins"! Creating those wins! Visibly recognizing and rewarding people who made the wins possible7. Consolidating Gains and Producing More Change! Using increased credibility to change all systems, structures, or policies that dont fit the transformation vision! Hiring, promoting, and developing people who implement the change vision! Reinvigorating the process with new projects, themes, and change agents
  • 5. Empowering Broad-Based Action! Getting rid of obstacles! Changing systems or structures that undermine the change vision! Encouraging risk taking and nontraditional ideas, activities, and actions6. Generating Short-Term Wins! Planning for visible improvements in performance, or "wins"! Creating those wins! Visibly recognizing and rewarding people who made the wins possible7. Consolidating Gains and Producing More Change! Using increased credibility to change all systems, structures, or policies that dont fit the transformation vision! Hiring, promoting, and developing people who implement the change vision! Reinvigorating the process with new projects, themes, and change agents
  • XXXX What is the singlebiggest error people makewhen they try to change?
  • 1. Establishing a Sense of Urgency2. Creating the Guiding Coalition3. Developing a Vision and Strategy4. Empowering Broad-Based Action5. Communicating the Change Vision6. Generating Short-Term Wins7. Consolidating Gains and Producing More Change8. Anchoring New Approaches in the Culture
  • 75%XXXXXXXXX of acompany’s managementis honestly convincedthat business-as-usualis totally unacceptable
  • Value Stream Mapping
  • Value Stream Mapping1. Establishing a Sense of Urgency! Examining the market and competitive realities! Identifying and discussing crises, potential crises, or major opportunities2. Creating the Guiding Coalition! Putting together a group with enough power to lead! Getting the group to work together like a team
  • http://www.flickr.com/photos/35034353164@N01/204035414/http://www.flickr.com/photos/34155473@N07/4132364078/http://www.flickr.com/photos/35034353164@N01/204035414/http://www.flickr.com/photos/51065206@N00/4728435040/http://www.flickr.com/photos/98631670@N00/2328922730/http://www.flickr.com/photos/9080018@N07/3840603609/http://www.flickr.com/photos/8512982@N05/1574483850/