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Subject to Change

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Presented at Less 2011 in Stockholm

Presented at Less 2011 in Stockholm

Published in: Technology, Business

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  • 1. Subject to Change How & why your change program is going to fail, and what you can do about itFrancisco Trindade
  • 2. Francisco Trindade @frankmt blog.franktrindade.comWho?
  • 3. Disclaimer
  • 4. New Challenges New Markets Competition ...Everybody wants change
  • 5. New Challenges New Markets Competition ...Everybody wants change
  • 6. New Challenges New Markets Competition ...Everybody wants change
  • 7. CO2 Emissions Internet Connections Data Storage Mobile Devices Connected to the Internet Genome SequencingEverybody wants change
  • 8. “Change has changed” Gary Hamel CO2 Emissions Internet Connections Data Storage Mobile Devices Connected to the Internet Genome SequencingEverybody wants change
  • 9. Modern ManagementEverybody wants change
  • 10. Modern Management 1920Everybody wants change
  • 11. Modern Management Changing OrganisationsEverybody wants change
  • 12. Changing OrganisationsBo om-upEverybody wants change
  • 13. Changing Organisations Driven by Employees (hopefully...)Bo om-upEverybody wants change
  • 14. Changing Organisations Driven by Employees (hopefully...)Bo om-upEverybody wants change
  • 15. Changing OrganisationsTop-DownEverybody wants change
  • 16. Changing OrganisationsTop-Down Change programsEverybody wants change
  • 17. Changing OrganisationsTop-Down Change programs “Let’s go Agile” ...go Lean” ...use Ruby”Everybody wants change
  • 18. Change programsEverybody wants change
  • 19. Change Planning programs Training Coaching Mentoring Influencing ...Everybody wants change
  • 20. Change “People don’t resist change, they programs resist being changed” Peter Senge Change! No, thanks...Everybody wants change
  • 21. “Let’s go Agile” ...go Lean” ...use Ruby” UniformityEverybody wants change
  • 22. “Let’s go Agile” ...go Lean” ...use Ruby” Uniformity == ControlEverybody wants change
  • 23. Control God Complex “In the face of an incredibly complicated problemare absolutely convinced they understand the way the world works” Tim Harford h p:// .ted.com/talks/tim_harford.htmlEverybody wants change
  • 24. Everybody wants change
  • 25. Everybody wants change ?
  • 26. Everybody wants adaptability ?
  • 27. Everybody wants innovation ?
  • 28. Everybody wants learning ?
  • 29. adaptabilitylearninginnovation
  • 30. adaptabilitylearninginnovation management -driven
  • 31. adaptabilitylearninginnovation management -driven #not
  • 32. management
  • 33. workers Improve the system Improve Work Learning to See Mike Rother and John Shookmanagement
  • 34. managers employees
  • 35. employeesmanagers
  • 36. employees managersReverse Accountability
  • 37. SemcoBrazil
  • 38. Semco industrial democracyBrazil
  • 39. Semco industrial democracyBrazil employees can select their managers choose when they come to work vote for decisions that affect them
  • 40. Semco industrial democracyBrazil employees can select their managers choose when they come to work vote for decisions that affect them 3000 workers in 2003 US$ 4 million in 1982 to US$212 million in 2003
  • 41. Semco industrial democracyBrazil employees can select their managers choose when they come to work vote for decisions that affect them“Control is an illusion” Ricardo Semler 3000 workers in 2003 US$ 4 million in 1982 to US$212 million in 2003
  • 42. HCLIndia
  • 43. Employees first, customer second HCL India
  • 44. Employees first, customer second HCL Indiaemployees can submit tickets agains their managers ask questions directly to the ceo submit and vote for ideas
  • 45. Employees first, customer second HCL Indiaemployees can submit tickets agains their managers ask questions directly to the ceo submit and vote for ideas In the first year, a rition rate halved and revenue grew 34%
  • 46. Whole foodsUnited States
  • 47. store employees decide who to hire decide pricing decide ordering are evaluated against store resultsWhole foodsUnited States
  • 48. “Peer pressure enlists loyalty in ways that bureaucracy doesn’t” John Mackey, CEO and co-founder, Whole Foodsstore employees decide who to hire decide pricing decide ordering are evaluated against store resultsWhole foodsUnited States
  • 49. New Management
  • 50. Openness Meritocracy Flexibility Collaboration Gary Hamel - Reinventing the Technology of Human Accomplishment h p://tinyurl.com/3l4ggs3New Management
  • 51. Openness Meritocracy Flexibility Collaboration Gary Hamel - Reinventing the Technology of Human Accomplishment h p://tinyurl.com/3l4ggs3New Management
  • 52. Openness Meritocracy Flexibility Collaboration Gary Hamel - Reinventing the Technology of Human Accomplishment h p://tinyurl.com/3l4ggs3Changing Organisations
  • 53. Front-End Backend Technology Based Teams DatabaseChanging So ware Organisations
  • 54. Lean Startup in the Enterprise Jez Humble - Agile 2011 Amazon’s product teamsChanging So ware Organisations
  • 55. Changing So ware Organisations
  • 56. Independent business-aligned teamsProduct Reviews Shopping Cart Wish ListChanging So ware Organisations
  • 57. Waterfall...? Scrum! Independent business-aligned teams Decision autonomy Lean!Changing So ware Organisations
  • 58. Scrum Zone Nothing to see here Independent business-aligned teams Decision autonomy Yes, we Visibility across kanban! teamsChanging So ware Organisations
  • 59. Oh well... Delivered! Independent business-aligned teams Decision autonomy Visibility across Delivered! teams Data-based results comparisonChanging So ware Organisations
  • 60. Independent business-aligned teams Decision autonomy Visibility across teams Data-based results comparison Knowledge sharingChanging So ware Organisations
  • 61. Independent Openness business-aligned teams Meritocracy Decision autonomy Visibility across Flexibility teams Data-based results Collaboration comparison Knowledge sharingChanging So ware Organisations
  • 62. Independent Openness business-aligned teams Meritocracy Decision autonomy Visibility across Flexibility teams Data-based results Collaboration comparison Knowledge sharingChanging So ware Organisations
  • 63. Let go of control
  • 64. “By having so much stock, I have aloaded gun, but in 25 years I’ve neverused it because you can only use itonce... ...if I veto someone, the next time they’re going to say, ‘Forget it; he’s going to do what he wants.’ Ricardo Semler
  • 65. Thank youfranktrindade.com @frankmt