Elements organisations should consider before starting their transformation journey.

1. Ashutosh Rai
6 Key Elements of Change Model for
Agile Transformation
Inspired by Mary Lippitt & Tim Konster

2. Change Model Inspired by Mary Lippitt & Tim Konster
Vision Consensus Incentive Resource Plan ChangeSkills
Elements for Transformation
Vision
Orientation
Skills
Motivations
Means
Strategy

3. Change Model Inspired by Mary Lippitt & Tim Konster
Vision Consensus Incentive Resource Plan ChangeSkills
Its not about how to get these elements but,
what if any of these elements are missing?
Vision Consensus Incentive Resource Plan ConfusionSkills
Vision Consensus Incentive Resource Plan InterruptionSkills
Vision Consensus Incentive Resource Plan ConcernsSkills
Vision Consensus Incentive Resource Plan ResistanceSkills
Vision Consensus Incentive Resource Plan FrustrationSkills
Vision Consensus Incentive Resource Plan TreadmillSkills

4. Change Model Inspired by Mary Lippitt & Tim Konster
Vision Consensus Incentive Resource Plan ChangeSkills
• This model is a very generic model for any technical or non technical change.
• Lets see how this will impact an agile transformation.

5. Change Model Inspired by Mary Lippitt & Tim Konster
Lack of Vision “Confusion”
Vision Consensus Incentive Resource Plan ConfusionSkills
 Leadership and engineering generally have very different vision for Agile
Transformation
 Individuals at all level in organisation have a different vision for Agile
Transformation.
 Business and engineering wants exactly opposite outcomes from the Agile
Transformation
 Different people in same organisation work towards different directions
What is mean by Agile?
Different people answer it differently.
Redesign business to be more quick
Redesign Technical team to be more responsive
Do what we were doing before in shorter iterations
Implementing Scrum organisation wide.

6. Change Model Inspired by Mary Lippitt & Tim Konster
Management Consequences
Pushing a change without having a clear vision lead to the perception that
“Leadership does not know what they are doing and how will it help”
Lack of Vision “Confusion”
Vision Consensus Incentive Resource Plan ConfusionSkills
 Why do we need to change?
 What is the expected outcome from this transformation
 Do Agile really works for organisation like ours.
 How will it impact me?

7. Change Model Inspired by Mary Lippitt & Tim Konster
Lack of Vision “Confusion”
Vision Consensus Incentive Resource Plan ConfusionSkills
What is a Vision?
A clear and complete picture of the expected outcome
 What do we mean by Agile (For our organisation)?
 What do we need to transform?
 What benefits are we expects from this transformation
 How will this transformation effect any individual specifically.
Certain areas organisation should be very clear before agile transformation.

8. Change Model Inspired by Mary Lippitt & Tim Konster
Missing Consensus results “Interruptions”
Vision Consensus Incentive Resource Plan InterruptionSkills
What will it result?
 Scrum-But
 Mini Waterfalling
 No energy to overcome minor obstacles
 Resistance from different people for different reasons
Management Consequences
Pushing a change without Consensus lead to perception that
“Leadership does not care about us”

9. Change Model Inspired by Mary Lippitt & Tim Konster
Missing Consensus results “Interruptions”
Vision Consensus Incentive Resource Plan InterruptionSkills
How can we Attain Consensus?
 Clearly defining vision is essential
 Building Consensus is an leadership activity and not a management activity.
 Building Consensus required a lot of internal communication
 Every one to be heard and understand
 The consensus process may impact the original vision.

10. Change Model Inspired by Mary Lippitt & Tim Konster
Missing Skills results “Concerns”
What will it result?
 You cant force someone to do something he/she is not capable of.
 Trying to compel people of doing something they do not have skills de motivate
them and create concerns.
Management Consequences
Pushing a change without having required Skills lead to perception that
“Leadership is unreasonable”
Vision Consensus Incentive Resource Plan ConcernsSkills

11. Change Model Inspired by Mary Lippitt & Tim Konster
Missing Skills results “Concerns”
Vision Consensus Incentive Resource Plan ConcernsSkills
How can we develop Skills?
 Formal required trainings
 Understanding of required skills
 Helping people to understand the advantage of developing skills
 Mentoring people
 Coaching people

12. Change Model Inspired by Mary Lippitt & Tim Konster
Lack of Incentives results “Resistance”
What will it result?
 People resist making change that is not of their interest.
 Change require justification

Management Consequences
Pushing a change without Incentive created the perception that
“Leadership is taking advantage of us”
Vision Consensus Incentive Resource Plan ResistanceSkills

13. Change Model Inspired by Mary Lippitt & Tim Konster
Incentive is very broad concept
 Incentive do not have to be money always
 Incentive do not have to be tangible
 How change will help to grow each individual.
 This is a discussion with each individual
Lack of Incentives results “Resistance”
Vision Consensus Incentive Resource Plan ResistanceSkills

14. Change Model Inspired by Mary Lippitt & Tim Konster
Lack of Resources results “Frustration”
What will it result?
 Team may want to implement the change but without necessary resources they
feel they are being prevented from making the change
Management Consequences
Pushing a change without providing required Resources created the
perception that
“Leadership does not really mean it”
Vision Consensus Incentive Resource Plan FrustrationSkills

15. Change Model Inspired by Mary Lippitt & Tim Konster
Important Resource types
 Access of requires trainings
 Providing requires Coaching
 Required licences of different tools
 Adequate access for transformation material
Lack of Resources results “Frustration”
Vision Consensus Incentive Resource Plan FrustrationSkills

16. Change Model Inspired by Mary Lippitt & Tim Konster
Lack of Action Plan results “Treadmill”
What will it result?
 If people are not aware what to do they will just do whatever they will fill
required.
Management Consequences
Pushing a change without an Action Plan created an perception that
“Leadership is not committed to change”
Vision Consensus Incentive Resource Plan TreadmillSkills

17. Change Model Inspired by Mary Lippitt & Tim Konster
Important aspect of Action Plan
 Who, What, When, Where, Why and How?
 Overcommunication of action plan is essencial.
Lack of Action Plan results “Treadmill”
Vision Consensus Incentive Resource Plan TreadmillSkills

18. Change Model Inspired by Mary Lippitt & Tim Konster
Vision Consensus Incentive Resource Plan ChangeSkills
Summary
Vision Consensus Incentive Resource Plan ConfusionSkills
Vision Consensus Incentive Resource Plan InterruptionSkills
Vision Consensus Incentive Resource Plan ConcernsSkills
Vision Consensus Incentive Resource Plan ResistanceSkills
Vision Consensus Incentive Resource Plan FrustrationSkills
Vision Consensus Incentive Resource Plan TreadmillSkills