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Lean Change - Managing transformation through validated learning
 

Lean Change - Managing transformation through validated learning

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  • See comments about the bullets in slide #9. Same comments here. Also, at one point the image that looks like the tight-rope walker slides in and a white part of the image overlaps that image that looks like a tire or target. –Michael <br /> Fixed -- Julie <br />

Lean Change - Managing transformation through validated learning Lean Change - Managing transformation through validated learning Presentation Transcript

  • Jeff Anderson jeffanderson@deloitte.ca @thomasjeffrey leanchangemethod.com -1- #leanchange
  • Three points I hope to leave you with as a result of this presentation 1.embracing the agile mindset is hard, really hard 2. Your change plan is going to be wrong, no matter what 3. Treat change like a startup: prepare, introduce, learn leanchangemethod.com -2- #leanchange
  • Call to action: inject experimental thinking into your next capability improvement initiative leanchangemethod.com -3- #leanchange
  • Managing technology knowledge workers through command-and-control, functional departments, and waterfall processes have left IT with a legacy of poor performance Lots of process, not very much followed Too many handoffs, takes to long Inability to respond quickly Problem discovered too late causing projects to go off the rails • Successfully delivering according to the original plan means the solution is no longer relevant • • • •
  • We help organizations unlock their potential to achieve better business outcomes through lean and agile methods
  • Agile Transformation leads to a rethink of the entire organization… process, people and technology are all impacted leanchangemethod.com -6- #leanchange
  • If you ask an external consultant to help you, chances are they will recommend a prescriptive change plan followed by a “Big Bang” change rollout R leanchangemethod.com -7- D B T D #leanchange
  • Implementing meaningful capability improvement is complex, planning can’t reduce the inherent uncertainty in the problem space CMMI ITIL Agiile (32 flavours) RUP Lean (99 flavours) CMMI TOGAF IT-CMF COBIT ISO 19439 leanchangemethod.com CULTURE Etc. Maturity Market Risk Etc. Technology Size Etc. Market risk Business -8- #leanchange
  • The paradox of change, is that the organizations that most need a drastic change, are the organizations least able to accomplish this change Performance Time Large-scale changes, cause and equivalently large short-term drop in performance, low capability organizations do not have the stomach to whether the disruption and revert back to old behaviors leanchangemethod.com #leanchange -9-
  • Borrowing from the Lean Startup world, Lean Change emphasizes cocreation and validated learning 1. Co-Create Your Transformation Plan with your impacted stakeholders 2. Identify the Riskiest Parts of Your Plan 3. Validate Transformation Assumptions through Change Experiments 4. Track Progress through explicit Metrics of Success leanchangemethod.com - 10 - #leanchange
  • The “Lean Transformation Stack” is used to help change agents manage the uncertainty behind largescale organizational transformation` The stack provides a mechanism to: • Document your plan • identify the riskiest parts of your plan • track experiments to validate assumptions leanchangemethod.com - 11 - #leanchange
  • Vision Single compelling statement that describes what the “destinati on” looks like Success Criteria Specific milestones that describe success, along with one or more supporting metrics Wins / Qualitative benefits (customer perception, changes in behavior, capability, moral) Benefits Quantitative benefits (quality, throughput, lead time, velocity) Target Options Strategic pillars, common enablers, etc Changes to methods, processes, and roles and responsibilities Changes in organizational structure Change Personas Urgency Top drivers behind the change What is the pain being felt, and what is the impactConsequence of staying with the current situation Level of impact for different stakeholders, both direct and indirect and indirect Key assumptions in terms of capability and commitment to enable the change Key activities, milestones used to implement change General timing requirements Key change methods Action coaching, training, one-on-one mentoring, process analysis, etc. leanchangemethod.com - 12 - Communication Target of communication, channel, frequency #leanchange
  • Vision Single compelling statement that describes what the “destinati on” looks like Success Criteria Specific milestones that describe success, along with one or more supporting metrics Wins / Qualitative benefits (customer perception, changes in behavior, capability, moral) Benefits Quantitative benefits (quality, throughput, lead time, velocity) Target Options Strategic pillars, common enablers, etc Changes to methods, processes, and roles and responsibilities Changes in organizational structure Change Personas Urgency Top drivers behind the change What is the pain being felt, and what is the impactConsequence of staying with the current situation Level of impact for different stakeholders, both direct and indirect and indirect Key assumptions in terms of capability and commitment to enable the change Key activities, milestones used to implement change General timing requirements Key change methods Action coaching, training, one-on-one mentoring, process analysis, etc. leanchangemethod.com - 13 - Communication Target of communication, channel, frequency #leanchange
  • Vision Success Criteria Wins / Benefits Target Options Change Personas Urgency Communication Action leanchangemethod.com - 14 - #leanchange
  • The Transformation Validation Board 1 Extract the top riskiest 3 elements from your canvas MTI 1 Title 2 Run Experiments to Validate Assumptions Assumption 1 MTI 2 Assumption 2 Title MTI 3 Assumption 2 Learn Key Learning Learnings Prepare Introduce Learn Key Learning Learnings Assumption 3 Title Assumption 2 Introduce Key Metric Key Assumption Key Metric Key Assumption Experiment Queue Assumption 1 Prepare Capture Learnings Assumption 3 Experiment Queue Assumption 1 Key Metric Key Assumption Experiment Queue 3 Prepare Introduce Learn Key Learning Learnings Assumption 3 leanchangemethod.com - 15 - #leanchange
  • Vision Success Criteria Wins / Benefits Target Options Change Personas Urgency Communication Action leanchangemethod.com - 16 - #leanchange
  • The Transformation Validation Board 1 Extract the top riskiest 3 elements from your canvas MTI 1 Cocreative change planning Title with delivery managers Title 2 Run Experiments to Validate Assumptions Managers have capability and Key Assumption Title commitment > ability to create and socialize agile transformation plan Experiment Queue Assumption 1 MTI 2 Assumption 2 Title MTI 3 Assumption 2 Learn Key Learning Learnings Prepare Introduce Learn Key Learning Learnings Assumption 3 Title Assumption 2 Introduce Key Metric Key Assumption Key Metric Key Assumption Experiment Queue Assumption 1 % of managers that Key Title Metric demonstrate capability Capture Learnings Assumption 3 Experiment Queue Assumption 1 Prepare 3 Prepare Introduce Learn Key Learning Learnings Assumption 3 leanchangemethod.com - 17 - #leanchange
  • The Agile CoE worked with almost 100 managers and executives to co-create a shared vision for agile change leanchangemethod.com - 18 - #leanchange
  • The Transformation Validation Board 1 Extract the top riskiest 3 elements from your canvas MTI 1 Cocreative change planning Title with delivery managers Title 2 Run Experiments to Validate Assumptions Managers have capability and Key Assumption Title commitment > ability to create and socialize agile transformation plan Experiment Queue Assumption 1 MTI 2 Assumption 2 Title MTI 3 Assumption 2 Learn Prepare Introduce Learn Capture Learnings Key Learning Delivery has multiple levels of management Learnings wants Capability of All of IT managers is to engage in transformation high within organization Key Learning Learnings Assumption 3 Title Assumption 2 Introduce Key Metric Key Assumption Key Metric Key Assumption Experiment Queue Assumption 1 % of managers that Key Title Metric demonstrate capability Assumption 3 Experiment Queue Assumption 1 Prepare 3 Prepare Introduce Learn Key Learning Learnings Assumption 3 leanchangemethod.com - 22 - #leanchange
  • Vision Success Criteria Wins / Benefits Target Options Change Personas Urgency Communication Action leanchangemethod.com - 23 - #leanchange
  • The Transformation Validation Board 1 Extract the top riskiest 3 elements from your canvas MTI 1 Cocreative change planning Title with delivery managers Title 2 Run Experiments to Validate Assumptions Managers have capability and Key Assumption Title commitment > ability to create and socialize agile transformation plan Experiment Queue Assumption 1 MTI 2 Assumption 2 Managers have capability and Key Assumption Title commitment > ability to create and socialize agile transformation plan Experiment Queue MTI 3 Assumption 2 Prepare Validate manager can demonstrated Key Assumption Title Agile leader behaviours by co-training teams with COE on agile methods Experiment Queue Assumption 2 Introduce Learn % of managers that Key Metric activelyTitle contribute to plan Adopt Learn Assumption 3 Team Training with Agile Title Leaders Title Assumption 1 % of managers that Key contribute Metric activelyTitle to plan Assumption 3 Cocreative change planning Title with all IT Leaders Title Assumption 1 Prepare 3 Prepare % Key Metric that of managers Title effectively teach Adopt Learn Capture Learnings Key Learning Delivery has multiple levels of management Learnings wants Capability of All of IT managers is to engage in transformation high within organization Key Learning IT Leaders did Learnings commit time, Business needs energy, and to be at the capability to cotable create change plan Key Learning Learnings Assumption 3 leanchangemethod.com - 24 - #leanchange
  • Vision Single compelling statement that describes what the “destinati on” looks like <Exciting outcome> for <Affected stakeholder group> through <Target metaphor> Success Criteria Wins / Benefits Target Options Change Personas Urgency Communication Action leanchangemethod.com - 25 - #leanchange
  • Continue to validate the change persona believed to be the most critical, until you are satisfied that it is no longer the key risk, and move to another MTI #4 Manager Lead Change Planning 1. 2 Tier “Agile Leader – managers coach teams” coaching model 2. ES senior leaders & managers can lead & coach teams to adopt agile 3. Managers cocreate MVC sized adoption plans with their teams with minimal COE support MVC #5 Manager Led Quick Wins Adoption (Agile Basic Stack) 1. Agile leaders can commit sufficient time and effort to coach teams 2. Lean Agile delivery model across majority of ES 3. Managers introduce change using pilot and measure approach leanchangemethod.com - 26 - Validate that managers can be proactive agile leaders by asking them to plan agile pilots with minimal support Validate that managers can lead the way for their teams to adopt agile #leanchange
  • In a Nutshell, we have used Lean Change to help us focus and adapt based on the current riskiest proposition in our change model 1. Give all change stakeholder the chance to help build the change plan 2.Focus their effort around describing the ideal personas that represent the behaviors of the new world 3.Try to quantify ways to measure potential change 4.Test assumptions against change personas as they relate to other aspect of your change model 5. Be ready to pivot, your plan may be to ambitious, your tactics suboptimal, or your persona descriptions are not feasible leanchangemethod.com - 27 - #leanchange
  • To learn more about Lean Change: • Contact the Lean Change team • Jeff Anderson jeffanderson@deloitte.ca • Alexis Hui • alhui@deloitte.ca • Taimur Mohammed tmohammad@deloitte.ca • Visit leanchangemethod.com • Check out the book, The Lean Change Method at book.leanchangemethod.com leanchangemethod.com - 28 - #leanchange