Subject to Change

Subject to Change How & why your change program is going to fail, and what you can do about itFrancisco Trindade

Francisco Trindade @frankmt blog.franktrindade.comWho?

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New Challenges New Markets Competition ...Everybody wants change

CO2 Emissions Internet Connections Data Storage Mobile Devices Connected to the Internet Genome SequencingEverybody wants change

“Change has changed” Gary Hamel CO2 Emissions Internet Connections Data Storage Mobile Devices Connected to the Internet Genome SequencingEverybody wants change

Modern ManagementEverybody wants change

Modern Management 1920Everybody wants change

Modern Management Changing OrganisationsEverybody wants change

Changing OrganisationsBo om-upEverybody wants change

Changing Organisations Driven by Employees (hopefully...)Bo om-upEverybody wants change

Changing OrganisationsTop-DownEverybody wants change

Changing OrganisationsTop-Down Change programsEverybody wants change

Changing OrganisationsTop-Down Change programs “Let’s go Agile” ...go Lean” ...use Ruby”Everybody wants change

Change programsEverybody wants change

Change Planning programs Training Coaching Mentoring Inﬂuencing ...Everybody wants change

Change “People don’t resist change, they programs resist being changed” Peter Senge Change! No, thanks...Everybody wants change

“Let’s go Agile” ...go Lean” ...use Ruby” UniformityEverybody wants change

“Let’s go Agile” ...go Lean” ...use Ruby” Uniformity == ControlEverybody wants change

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

Everybody wants change

Everybody wants change ?

Everybody wants adaptability ?

Everybody wants innovation ?

Everybody wants learning ?

adaptabilitylearninginnovation

adaptabilitylearninginnovation management -driven

adaptabilitylearninginnovation management -driven #not

management

workers Improve the system Improve Work Learning to See Mike Rother and John Shookmanagement

managers employees

employeesmanagers

employees managersReverse Accountability

SemcoBrazil

Semco industrial democracyBrazil

Semco industrial democracyBrazil employees can select their managers choose when they come to work vote for decisions that aﬀect them

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

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

HCLIndia

Employees ﬁrst, customer second HCL India

Employees ﬁrst, customer second HCL Indiaemployees can submit tickets agains their managers ask questions directly to the ceo submit and vote for ideas

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%

Whole foodsUnited States

store employees decide who to hire decide pricing decide ordering are evaluated against store resultsWhole foodsUnited States

“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

New Management

Openness Meritocracy Flexibility Collaboration Gary Hamel - Reinventing the Technology of Human Accomplishment h p://tinyurl.com/3l4ggs3New Management

Openness Meritocracy Flexibility Collaboration Gary Hamel - Reinventing the Technology of Human Accomplishment h p://tinyurl.com/3l4ggs3Changing Organisations

Front-End Backend Technology Based Teams DatabaseChanging So ware Organisations

Lean Startup in the Enterprise Jez Humble - Agile 2011 Amazon’s product teamsChanging So ware Organisations

Changing So ware Organisations

Independent business-aligned teamsProduct Reviews Shopping Cart Wish ListChanging So ware Organisations

Waterfall...? Scrum! Independent business-aligned teams Decision autonomy Lean!Changing So ware Organisations

Scrum Zone Nothing to see here Independent business-aligned teams Decision autonomy Yes, we Visibility across kanban! teamsChanging So ware Organisations

Oh well... Delivered! Independent business-aligned teams Decision autonomy Visibility across Delivered! teams Data-based results comparisonChanging So ware Organisations

Independent business-aligned teams Decision autonomy Visibility across teams Data-based results comparison Knowledge sharingChanging So ware Organisations

Independent Openness business-aligned teams Meritocracy Decision autonomy Visibility across Flexibility teams Data-based results Collaboration comparison Knowledge sharingChanging So ware Organisations

Let go of control

“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

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Subject to Change

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