Why We Fail to Change

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Improvement initiatives are like teenage sex: everyone talks about it, nobody really knows how to do it, everyone thinks everyone else is doing it, so everyone claims they are doing it.

For decades most of improvement programs fail. Interestingly enough, with the rise of Agile and Lean the success rates of change initiatives don’t get better. Why so?

Every now and then we focus on processes and methods. We exploit success stories from other organizations just to find ourselves failing again. Should it be a surprise given how little attention we pay to our specific context? Should it be a surprise given bias toward methods and tools at cost of mindset?

Let me discuss some of methods we use to drive improvements. My goal is to show you that most of the time you shouldn’t even bother to use them. The missing bit is almost never a tool or a method. This is going to be sort of myth busting. We need that to change our focus to the important bits: right mindset and understanding the context.

Published in: Leadership & Management

Why We Fail to Change

  1. 1. ′
  2. 2. PRACTICES PRINCIPLES VALUES
  3. 3. TO DO DEVELOPMENT DONEBACKLOG TESTING DEPLOYMENT ONGOING ONGOINGDONE DONE L 2 3 3 2
  4. 4. Gemba walk (1) : denotes the action of going to see the actual process, understand the work, ask questions, and learn (2) : is known as one fundamental part of Lean management philosophy Source: Jim Womack: Gemba Walks
  5. 5. PRACTICES PRINCIPLES VALUES
  6. 6. TO DO DEVELOPMENT DONEBACKLOG TESTING DEPLOYMENT ONGOING ONGOINGDONE DONE L 2 3 3 2
  7. 7. PRACTICES PRINCIPLES VALUES
  8. 8. Mission Statements
  9. 9. TRANSPARENCY BALANCE CUSTOMER FOCUS UNDERSTANDING COLLABORATION LEADERSHIP AGREEMENT FLOW RESPECT
  10. 10. PRACTICES PRINCIPLES VALUES

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