canvas4change v0.8 en - Visual Change- and Innovation Management
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    canvas4change v0.8 en - Visual Change- and Innovation Management canvas4change v0.8 en - Visual Change- and Innovation Management Presentation Transcript

    • canvas4changePrerequisites Change ExpectationImplementationCulture Commitment Communication Observe Learn Adjust BusinessVision & GoalsSense Resources SkillOperational StrategicImprovementVision & GoalsThis  work  is  licensed  under  the  Crea3ve  Commons  A7ribu3on-­‐Share  Alike  3.0  Unported  License.  To  view  a  copy  of  this  license,  visit  h7p://crea3vecommons.org/licenses/by-­‐sa/3.0/Draft v0.8 - Feedback via change4each.deVision and goals/objectives of the company area guide and benchmark for all areas of thecanvas4changeI. Do you have a clear and compelling businessvision?II. Have you derived a business strategy fromthis vision?III. Do you have short-, medium- and long-term objectives based on this business strategy?IV. Do these objectives take actual marketconditions and competitors into account?Recommended visual tools: Vision Map, Mapcontext, Cover StoryVision and goals specifically for change/improvement and its implementationI. Do you have a clear reason for the change?II Have you defined the situation after thechange/improvement and is it in line with thevision and goals of the organization?III. Do these improvement objectives reflectthe specific situation and opportunities of theorganization?IV Is it clear where the obstacles to change/improvement are?Recommended visual tools: Reality Tree &Context Map, Tree & Future Vision Map, designthe box, Force Field AnalysisStrategic plans and procedures provide direction andform the bridge between the goals, status quo, andprerequisitesI. Does the improvement strategy consider the marketsituation and competition?II Does the improvement strategy consider the actualcompany environment or obstacles originating fromcorporate culture, improvement history, and/or parallelchange efforts?III. Have you defined sufficient observation points to beaware of and react flexibly to any business environmentchanges?Recommended visual tools: Reality Tree, Context Map,Force Field Analysis, Strategic Conversation CompassOperational implementation always needs to be in balancewith observation, learning and adjustmentI. Is the implementation aligned towards flexibility andtransparency?II Does the implementation take into account anychanges of the internal or external business environment?III. Is progress shown in a visually comprehensible,transparent and understandable way?IV Are bottlenecks identified to allow systematic controlof the implementation of operational tasks?V. Are the requirements/prerequisites sufficiently observedand the results included in the planning?VI. Are simple tasks and tools being used to improvecommunication and common understanding?Recommended visual tools: Kanban board, Coopilot, valueproposition CanvasRecommended organization: Scrum Process and RolesIndependent and varying methodsfor observing organizationalpreconditions and theimplementation of change.I. Is independent monitoringestablished to track progress and tocontinuously review the necessity ofthe implementation?II Do you continuously observe therequirements and conditions withrespect to the organization’s visionand goals?III Do you take changes ofresponsibilities and processes intoaccount?Recommended visual tools: RealityTree, Kanban Board Process canvas,job-to-be-doneRecommended method: DesignThinkingLearning from actual observations incomparison to the visions and goalsI. Have learning objectives andpriorities been defined at thedifferent organizational levels?II Do you regularly compare thestatus quo with the learning objectivesand business vision?III. Are internal factors andpreconditions critically reviewed, andare possible obstacles to change beingidentified?Recommended visual tools: BusinessModel Canvas, Canvas valueproposition, Reality Tree & ContextMap, Force Field AnalysisRecommended action: DesignThinkingAdjust and change to movetowards achieving the goals/objectives and visionI. Are adjustments made based onthe improvement objectives and thebehavior of relevant stakeholders?II Have the meaning and theconsequences of the adjustmentbeen clearly communicated?III. Are the conditions for theadjustments and theirimplementation met?Recommended visual tools: Prunethe product tree, Process canvas,Empathy MapRecommended action: DesignThinkingCompany and employee culturereflected, for instance, incommunication transparency, errorhandling, or in dealing with changeI Are core-company values definedand are they widely observable?II Do core-business values supportemployees in acting in a self-determined and sensible manner?III. Does the company culturesupport transparent communicationand decisions?IV Is there an established feedbackloop supporting organizationallearning and development?Recommended visual tools: CultureMapSupport of the change program andits implementation by all parts andlevels of the organizationI. Are the organization’s expectationsclearly expressed in its vision,strategy and goals/objectives?II Are expectations met byappropriate actions and examples ofmodel behavior?III. Are expectations adjustedaccording to the internal andexternal business environmentconditions?IV Are internal conditions adjustedin favor of the holistic changeprogram?Recommended visual tools: VisionMap, Culture Map, Kanban BoardConscious, transparent and goal-oriented communication in all partsof the organizationI. Does the communication take intoaccount the relationship betweenobjectives, conditions and necessity(sense)?II Is the communication adapted tosuit affected employees in theirspecific context?III. Are the visual tools of theexpectation, implementation, andchange areas used to supporttransparent communication?Recommended visual tools: RealityTree & Context Map, Kanban BoardProcess canvas, Empathy MapSense used as driver and motivatorto test the meaningfulness of allactivities and changes against thegoals/objectivesI Are strategy, goals/objectives andinternal conditions evaluatedagainst the market conditions andcompetitors?II With respect to their sense, arethe strategy, implementation andadjustments balanced from time totime against the objectives/goalsand vision?III. Do you think it important tocommunicate the reasonableness ofthe change program and relatedactivities?Recommended visual tools: RealityTree, Context Map, Force FieldAnalysis, Vision MapResources to support theimplementation of the changeprogram, if necessary in the long-termI. Are the expectations, goals andresources (human, technical,financial) balanced against eachother?II Are the resources used efficientlyand effectively, and according tothe objectives?Recommended visual tools: RealityTree, Kanban board, job-to-be-done,value proposition CanvasBuild up knowledge andexperience, use it goal orientedand benefit continually fromlearningI. Are the conditions (culture,resources, processes, ..) forfeedback, review and learningappropriate and available?II Is active learning and creativegroup work encouraged?III Are education and training inline with the organizational vision,strategy, and tasks, and do theyalso allow for personal priorities?Recommended visual tools: KanbanBoardRecommended action: Designthinking, accelerated learningRecommended organization: ScrumProcess and RolesSamstag, 18. Mai 13
    • ExpectationBusiness Vision & GoalsVision and goals/objectives of the company are aguide and benchmark for all areas of thecanvas4change• Do you have a clear and compelling businessvision?• Have you derived a business strategy from thisvision?• Do you have short-, medium- and long-termobjectives based on this business strategy?• Do these objectives take actual market conditionsand competitors into account?Recommended visual tools:Vision Map, Context Map, Cover StoryImprovement Vision & GoalsVision and goals specifically for change/improvementand its implementation• Do you have a clear reason for the change?• Have you defined the situation after the change/improvement and is it in line with the vision andgoals of the organization?• Do these improvement objectives reflect thespecific situation and opportunities of theorganization?• Is it clear where the obstacles to change/improvement I. are?Recommended visual tools:Reality Tree & Context Map, Future Tree & Vision Map,Design the Box, Force Field AnalysisDraft v0.8 - Feedback via change4each.deSamstag, 18. Mai 13
    • ChangeObserveIndependent and varying methods for observingorganizational preconditions and the implementationof change.• Is independent monitoring established to trackprogress and to continuously review the necessityof the implementation?• Do you continuously observe the requirements andconditions with respect to the organization’s visionand goals?• Do you take changes of responsibilities andprocesses into account?Recommended visual tools:Reality Tree, Kanban Board Process Canvas, jobs-to-be-doneRecommended method: Design ThinkingLearnLearning from actual observations in comparison to thevisions and goals• Have learning objectives and priorities beendefined at the different organizational levels?• Do you regularly compare the status quo with thelearning objectives and business vision?• Are internal factors and preconditions criticallyreviewed, and are possible obstacles to changebeing identified?Recommended visual tools:Business Model Canvas, Value Proposition Canvas,Reality Tree & Context Map, Force Field AnalysisRecommended method: Design ThinkingDraft v0.8 - Feedback via change4each.deSamstag, 18. Mai 13
    • ChangeAdjustAdjust and change to move towards achieving thegoals/objectives and vision• Are adjustments made based on the improvementobjectives and the behavior of relevantstakeholders?• Have the meaning and the consequences of theadjustment been clearly communicated?• Are the conditions for the adjustments and theirimplementation met?Recommended visual tools:Prune the Product Tree, Process Canvas, Empathy MapRecommended method: Design ThinkingDraft v0.8 - Feedback via change4each.deSamstag, 18. Mai 13
    • ImplementationStrategicStrategic plans and procedures provide direction andform the bridge between the goals, status quo, andprerequisites• Does the improvement strategy consider the marketsituation and competition?• Does the improvement strategy consider the actualcompany environment or obstacles originatingfrom corporate culture, improvement history, and/or parallel change efforts?• Have you defined sufficient observation points tobe aware of and react flexibly to any businessenvironment changes?Recommended visual tools:Reality Tree, Context Map, Force Field Analysis,Strategic Conversation CompassDraft v0.8 - Feedback via change4each.deSamstag, 18. Mai 13
    • ImplementationOperationalOperational implementation always needs to be inbalance with observation, learning and adjustment• Is the implementation aligned towards flexibilityand transparency?• Does the implementation take into account anychanges of the internal or external businessenvironment?• Is progress shown in a visually comprehensible,transparent and understandable way?• Are bottlenecks identified to allow systematiccontrol of the implementation of operationaltasks?• Are the requirements/prerequisites sufficientlyobserved and the results included in the planning?• Are simple tasks and tools being used to improvecommunication and common understanding?Recommended visual tools:Kanban board, Coopilot, value proposition CanvasRecommended organization:Scrum Process and RolesDraft v0.8 - Feedback via change4each.deSamstag, 18. Mai 13
    • PrerequisitesCutureCompany and employee culture reflected, for instance,in communication transparency, error handling, or indealing with change• Are core-company values defined and are theywidely observable?• Do core-business values support employees inacting in a self-determined and sensible manner?• Does the company culture support transparentcommunication and decisions?• Is there an established feedback loop supportingorganizational learning and development?Recommended visual tools:Culture MapCommitmentSupport of the change program and its implementationby all parts and levels of the organization• Are the organization’s expectations clearlyexpressed in its vision, strategy and goals/objectives?• Are expectations met by appropriate actions andexamples of model behavior?• Are expectations adjusted according to theinternal and external business environmentconditions?• Are internal conditions adjusted in favor of theholistic change program?Recommended visual tools:Vision Map, Culture Map, Kanban BoardDraft v0.8 - Feedback via change4each.deSamstag, 18. Mai 13
    • PrerequisitesCommunicationConscious, transparent and goal-orientedcommunication in all parts of the organization• Does the communication take into account therelationship between objectives, conditions andnecessity (sense)?• Is the communication adapted to suit affectedemployees in their specific context?• Are the visual tools of the expectation,implementation, and change areas used to supporttransparent communication?Recommended visual tools:Reality Tree & Context Map, Kanban Board, ProcessCanvas, Empathy MapSenseSense used as driver and motivator to test themeaningfulness of all activities and changes againstthe goals/objectives• Are strategy, goals/objectives and internalconditions evaluated against the marketconditions and competitors?• With respect to their sense, are the strategy,implementation and adjustments balanced fromtime to time against the objectives/goals andvision?• Do you think it important to communicate thereasonableness of the change program and relatedactivities?Recommended visual tools:Reality Tree, Context Map, Force Field Analysis,Vision MapDraft v0.8 - Feedback via change4each.deSamstag, 18. Mai 13
    • Prerequisites – VoraussetzungenRessourcesResources to support the implementation of the changeprogram, if necessary in the long-term• Are the expectations, goals and resources (human,technical, financial) balanced against each other?• Are the resources used efficiently and effectively,and according to the objectives?Recommended visual tools:Reality Tree, Kanban board, jobs-to-be-done, ValueProposition CanvasSkillBuild up knowledge and experience, use it goaloriented and benefit continually from learning• Are the conditions (culture, resources, processes, ..)for feedback, review and learning appropriate andavailable?• Is active learning and creative group workencouraged?• Are education and training in line with theorganizational vision, strategy, and tasks, and dothey also allow for personal priorities?Recommended visual tools: Kanban BoardRecommended method:Design thinking, Accelerated learningRecommended organization: Scrum Process and RolesDraft v0.8 - Feedback via change4each.deSamstag, 18. Mai 13
    • canvas4changePrerequisites Change ExpectationImplementationCulture Commitment Communication Observe Learn Adjust BusinessVision & GoalsSence Resources SkillOperational StrategicImprovementVision & GoalsThis  work  is  licensed  under  the  Crea3ve  Commons  A7ribu3on-­‐Share  Alike  3.0  Unported  License.  To  view  a  copy  of  this  license,  visit  h7p://crea3vecommons.org/licenses/by-­‐sa/3.0/Draft v0.8 - Feedback via change4each.deSamstag, 18. Mai 13