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TIAS MIM Lecture Frank Willems at may 9th 2020 about Leadership and Change Management

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These are the sheets of my lecture about leadership and change management for the Master Information Management class

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TIAS MIM Lecture Frank Willems at may 9th 2020 about Leadership and Change Management

  1. 1. Leadership and Change Management Master Information Management (MIM) Author: Frank Willems Date: May 9th 2020
  2. 2. Who is Frank Willems? Partner digital strategy and leadership Quint, Guest professor digital leadership and change management TIAS School for Business and Society and Hanze University of Applied Sciences, 2008-2018 Professor digital leadership and social sourcing Hanze University of Applied Sciences, Co-founder of an accredited Master Leadership at Groningen, Regatta sailor, Golfer TIAS School for Business and Society Hanzehogeschool
  3. 3. Agenda lecture Leadership and Change Management Part 1: Leadership and change management (09:15-10:30) • Introduction to change management and leadership (45 minutes) • Assignment to translate outcome of Spiral Dynamics drives Survey to personal profile in breakout space (30 minutes) Part 2: Insight into social networks as an important pillar for leadership (11:00-12:30) • Basic principles of social networks and TED talk Nicholas Christakis (45 minutes) • Assignment with mapping your own social network in breakout space and plenary discussion (45 minutes) Part 3: Team development and self organisation in relation to Spiral Dynamics values (13:30-15:00) • Basis principles of team development and self organisation (45 minutes) • Define relation team development and self organisation to your daily practice in breakout space (45 minutes) Part 4: How to design a situational change plan with relation to Lean, Agile and DevOps (15:30-16:30) • Basic principles for a situational change plan (30 minutes) • Basics Lean, Agile, DevOps and model for Lean Agile leadership (15 minutes) • Assignment with setting up diagnosis and choosing a change strategy (15 minutes) Lecture 2: 11th September 2020 0915-1630 • Basic principles and practice with by class chosen leadership and change management methods and tools (Design Thinking, Lean A3 problem solving method, Getting Things Done method, TheoryU self organisation)
  4. 4. The theory in this lecture is based on these books About Change Management and Leadership
  5. 5. And based on research with High Performance Teams Waarneming via onderzoek en fieldlab: • Fysieke gesteldheid • Zeilvaardigheden • Neuropsychologische kenmerken • Teamvaardigheden TPM scope Scores Data Analyse door TPM partners en onderzoekers Hanzehogeschool: • Wat is het door het team te verbeteren handelingsproces? • Hoe leren we zelf problemen op te lossen? • Wat zijn de juiste performance doelstellingen? • Welke kennis kan topzeilsport overdragen aan bedrijven? Reports Kennisproducten • Teamrapportages • Artikel vakbladen • Wetenschappelijk artikel • Kennisoverdrachtbedrijven Verbetercyclus, rapportagesysteem Zelforganisatiemodel en Team Performance App Big five persoonskenmerken Spiral Dynamics drijfverenVienna Neuropsychologische kenmerken 7 C’s teamwaarden Onderzoeksmodel Team Performance Monitor Frank Willems en Arnoud Hummel 2009-2015 Zeiler&1& Zeiler&2& Zeiler&5& Zeiler&6& Zeiler&4& Zeiler&7& Zeiler&3& • Evaluatie team functioneren • Gerichte Coaching • Verbetering prestaties Nieuwe doelen Results Stadium van teamontwikkeling Teamaspect Team geleid door manager Zelf-managing team Zelf-organiserend team Zelf governing team Gemeenschappelijk doel en strategie Commitment Complementaire taken en rollen Heldere communicatie Constructief conflict Cohesie Geloofwaardige coaching Dominante Spiral Dynamics Drijfveren kleur Verantwoordelijkheid management Verantwoordelijkheid team Bewegingsrichting topzeilteams Traditionele teams
  6. 6. Part 1: Leadership and change management
  7. 7. What’s the problem? • Strategy development • Planning; budgeting • Demand management; project prioritization • Program and project delivery • Run operations • Business process improvement • Does not fully embrace leadership as primary role • Underdeveloped leadership and interpersonal skills Leading PeopleManaging Systems CIO skills deliver suboptimal results Underdeveloped people leadership constrains results Source: The CIO Edge, 7 Leadership Skills, Waller, Hallenbeck and Rubenstrunk
  8. 8. Where to find the solution? Leading PeopleManaging Systems Develop Seven Leadership skills • Commit to leadership first, everything else second • Lead differently than you think • Embrace your softer side • Forge right relationships, drive right results • Master communications • Inspire others • Build people, not systems • Leading people Core management processes (e.g., strategy, planning, program execution, operations) MaximizeCollaborative Leadership Source: The CIO Edge, 7 Leadership Skills, Waller, Hallenbeck and Rubenstrunk
  9. 9. The Law of Diffusion of Innovation is changing in time Bron: Prof. Everett Rogers 1962
  10. 10. Change management is giving meaning and should be discussed in interaction Source: Learning to Change, Leon de Caluwé, Hans Vermaak
  11. 11. Vision on Change management Four ways of thinking about change: • common language: to discuss and decide about change it helps and reduces haggling over change only happens if you..’, when you have the same language • viewing the issue as a whole: multiple contrasting viewpoints in diagnosing and understanding organizations, people, issues • acting situationally: situational choice of the ‘best’ change strategy fitting the issue, the organization… What fits the issue? What fits the organization? • profession: as change agent you should be aware of your preferred style, assumptions, limitations and bias. It offers a tool for reflection. Source: Learning to Change, Leon de Caluwé, Hans Vermaak
  12. 12. In recent years we have found out how you can mess up change management • Create a sense of urgency • Be managed by external advisors • Sell a ready-made solution • Try to manage the change • Call it culture change • Give people with resistance unfounded attention • Delegate implementation to middle management • Intervene where it is difficult Source: Leiders in cultuurverandering, Prof. Dr. Jaap Boonstra
  13. 13. Team culture is not visible at first sight Observed environment Behavior Group skills Values and Beliefs Identity Effects Doing Being able to Believing, have a strong opinion about Being Actual development takes place only when developed skills and behavior are aligned with the values, beliefs and knowledge on the same level Artifacts Espoused Beliefs and values Basic, fundamental underlying assumptions Culture levels of Schein Culture levels of Bateson Source: Organizational Culture and Leadership, Edgar Schein
  14. 14. Spiral Dynamics Values drive … Values perception communication behavior feelings thoughts
  15. 15. Spiral Dynamics model Understanding what motivates people, teams and organisations Value systems (how people think and feel) • Effective vs Ineffective • Predict interactions • Diagnose and intervene Sources: Spiral Dynamics, Don Beck & Christopher Cowan, 1996 Frederic Laloux, Reinventing Organizations
  16. 16. Value systems • Not ‘kinds of people’, but values that people have; • It’s not about ‘better or worse’ but about ‘what is the best fit’; • Depending on context; • Alternate individual- and group-systems; • To understand value systems is to understand more of your own and others’ behaviour; • Values systems do not change fast, that’s why you can predict behaviour (to a certain extent)
  17. 17. Security of the group (purple) A group-oriënted valuesystem • Core values: safety and security • Forms of expression: – Individual needs to be part of group, a ‘home’ – Pride – Reputation – Tradition, group customs and rituals – Symbols, respect the past – Leadership determined by “elder status” – Fear to be rejected by the group
  18. 18. Power & energy (red) An individual-oriënted value system • World view: survival of the strongest • Core values: energy and power • Forms of expression: – Own territory, clear power-relationships – Strong focus – Emotion, energy – Powerfull leadership – Action, go! quick to act, often impulsive – Humor – Frustration – ‘Own kingdom’
  19. 19. Order and structure (blue) A group-oriënted valuesystem • Core values: order, stability and one-right-way • Forms of expression: – The system is essential, not the person – Agreements are final – Rational, logical – Principles, procedures and rules – Reliable – Strict, passive hierarchy – Obedience to rightful authority
  20. 20. Success and performance (orange) An individual-oriënted valuesystem • Core values: success and material gain • Forms of expression: – See chances and opportunities – Result driven, goals, targets – Creative search for (individual) success – Enterpreneurial drive – Calculating, cunning – Informal and practical – Competitive, want to be better – shareholder value / profit / improvement
  21. 21. Community and collaboration (green) A group-oriënted valuesystem • Core values: humanity and harmony • Forms of expression: – Person is essential – There is more than individual success – Teamwork – Care for the other person, sensitivity to human feelings – Empathy, tolerance – Equality and consensus – Added value through teamwork – ‘Cover of love
  22. 22. Synergy and insight (yellow) An individual-oriënted valuesystem • Core values: flexibility, functional • Forms of expression: – Insight and overview – Content is essential – Learning and development – Long term – Flexible organisation forms – Strong leadership without dominance – Decisions based on expertise / knowledge – Tolerance for complexity and rapid change – Innovative answers
  23. 23. Holistic life system (turquoise) A group oriënted value system • Core values: holistic vision and focus on worldwide interests • Forms of expression: – Sustainability – Think global – Broad global view on work, life and nature – Wisdom – Inspiration – Spirituality and insight in interdependence
  24. 24. Golden Circle (Sinek ) Human Needs (Assink) Spiral Dynamics (Graves) Seven levels of consciousness (Barrett) Why Spiritual Turquoise; Holistic, spiritual view on work 7 Service to humanity Need for develop ment Yellow; Integrative, systematic, innovative, co-creation 6 Making the difference How Mental Green; Egalitation/Communitari an, care about each other 5 Cohesion Orange; Oriëntation on result and being successfull, seeing opportunities Transformation What Emotional Blue; Purposeful, Authoritartan, doing the job right, planning and procedures 3 Esteem focus on order and quality Basic needs Red; decisive, fun in collaboration from a marterial perspective 2 Esteem focused on emotion Fysical Purple; Informal leadership, rituals 1 Relationship 4 ‹nr.›
  25. 25. Golden Circle (Sinek) Human Needs type Spiral Dynamics Culture Type (Graves, Beck, Cowen) Seven levels of consciousness (Barrett) Why Spiritual Turquoise; Holistic, spiritual view on work 7 Service to humanity Need for development Yellow; Integrative, systematic, innovative, co-creation 6 Making the difference How Mental Green; Egalitarian/Communitarian, care about each other 5 Cohesion Orange; Oriëntation on result and being successful, seeing opportunities Transformation What Emotional Blue; Purposeful, Authoritarian, doing the job right, planning and procedures 3 Esteem focus on order and quality Basic needs Red; power, decisive, fun in collaboration from a material perspective 2 Esteem focused on emotion Fysical Purple; Informal leadership, rituals 1 Relationship awareness 4 ‹ Board: How do we grow, operate and get our strategy realized? How can I serve my customers better? How can we successfully implement new solutions? How do I get control on our IT and adopt new technologies? Manager: how can I improve my daily work? Every role within your organization has its own questions Scientist: How can we do more innovative research?
  26. 26. ‹nr.›
  27. 27. Outcome of the Spiral Dynamics Values Survey
  28. 28. Average culture type of this MIM group
  29. 29. Average culture type of this MIM group
  30. 30. Spiral Dynamics Value Survey outcome MIM group S B
  31. 31. Assignment: Discuss the Spiral Dynamics survey outcome in breakout teams • This assignment will take about 30 minutes groupwork • Join the teams in the allocated breakout rooms • Discuss the Spiral Dynamic outcomes of each member in the breakout room by mentioning the three dominant Spiral Dynamics drives (colours with highest values) • What are the collective drives (team culture type) and where are the differences? • What can you do with these insights? • Appoint a spokesman of your team, collect and bring the conclusions after 30 minutes to the plenary lecture space and mention your team conclusions to the plenary lecture
  32. 32. Part 2: Insight into social networks as an important pillar for leadership
  33. 33. What is a network • A network exists of a collection of actors which are connected by ‘ties’. These actors, so called ‘nodes’ can be persons, teams, organizations and concepts. • A social network is a social structure made up of individuals (or organizations) called ‘nodes’, which are tied (connected) by one or more specific types of interdependency, such as friendship, kinship, common interest, financial exchange, dislike, sexual relationship, or beliefs, knowledge or prestige
  34. 34. Social networks: LinkedIn visualisation
  35. 35. Relevant social network theories • Nicholas Christakis: Our experience with the world depends on the factual structure of our networks and all that flows in these networks • Ronald Burt: People focus on activities within their own group and that causes ‘structural holes’ in information flow between these groups • Stanley Milgram: Everyone at this earth is connected with each other by a network of connection steps with six degres of separation. This research was done in 1967 and in 2012 again; the separation now will be 4,74 steps 0 6 - 0 2 - 2 0 1 5
  36. 36. Nicholas Christakis about social networks Watch the TED talk at: https://www.ted.com/talks/nicholas_christakis_the_hidden_influence_of_social_networks?utm_campaign=tedsprea d&utm_medium=referral&utm_source=tedcomshare
  37. 37. Research Alex Pentland on interaction in networks • Teams are made aware of their interaction pattern • Several teams measured how energy, involvement and exploration change through which interaction • Common knowledge, diversity and effective leadership are crucial factors in high performance teams • The better this is organized in the team, the more a team is capable to help others Sources: Sociale Big Data, Alex Pentland ’The new Science of Building Great Teams, Alex Pentland, Harvard Business Review
  38. 38. Visualisation techniques of a social network Triade Network relations to you Shared networks connections via you and another node
  39. 39. Assignment: Visualize your personal social network map and discuss this with your breakout team • This assignment takes totally 45 minutes. Go to your allocated breakout room • First 30 minutes collect your personal information about the most important people in your social network. (Phone log, Favorite list, Facebook, LinkedIn, Twitter) • Use a visualization technique (triad, network relations or network connections) to map out your network on a large sheet of paper • Give meaning to the connections and mention the strong and weak ties in your network connections • What do you notice? • Discuss your social network analysis in the breakout group during the last 15 minutes • Consciousness question: How do the people in your 'inner circle' and with a strong relationship know that you appreciate them? ‹nr.›
  40. 40. Part 3: Team development and self organisation in relation to Spiral Dynamics values
  41. 41. How to select a High Performance Team? • Energy: how does it feel individual and as team? • Engagement; What is the level of contact and communication? • Exploration; Is the team able to challenge the status quo and is the team ready to come with challenging ideas? • Alex Pentland MIT: The best way to build a good team is not to select people on their intelligence or achievement, but by learning how to communicate and give substance to the team development so that communication and social connection is a successful pattern.
  42. 42. Learning is key for High Performance Teams • Start with observing how the team members learn • It is necessary in extreme heavy situations to develop another mind- set an another way of learning • Our brain is triggering on dangers, which causes uncontrolled reactions and defensive fighting • High performance teams have developed another learning system: collective desire comes first, then common aspiration and vision
  43. 43. Team development is a staged change journey Forming Storming Norming Performing Adjourning Character • Searching • Socializing • Focus on group identity • Safe topic • Resistance to choices • Lack of participation • Competition • High emotions • Developing cohesion • Engagement on membership • Engagement and group safety • Group is interdependent • Improved working system • Task and process orientation • Process orientation • Translation to value of team and individual efforts • Standard work Leadershipaction • Who’s taking the lead? • What are expecatiations? • Start with team procedures and instructions • Normalizing • Start of informal leadership • Search for identity and safety • Development of group learning system • Monitoring and reporting system • Improving tasks and roles • Natural interventions • Group decision system • Sharing, feedback and learning • Developing sustainable change system • Improving feedback system • Focus on external value PotentialSprial Dynamicsvalue Sources: Stages of Small-Group Development revisited, Bruce Tuckman, Mary Ann Jensen, Group & organizational studies,1977 Organizational Culture and Leadership, Edgar Schein
  44. 44. The qualities of a High Performance Team Based on ten years (2009-2019) researchstudy on High Performance Teams 1. They focus all on a big dream (common goal) 2. Then choose the common strategy 3. And every team member is asked for unimpeded commitment 4. Everyone know his/her responsibility 5. Open and clear communication based on trust 6. Learn from each other, learn from conflicts, learn from mistakes, have respect for each others differences 7. Leadership and coaching will add value if the team needs extra skills, knowledge or qualifications Together this results in agility, self organisation and success
  45. 45. It is all about trust and influence High trust; high speed, influence under control, lower costs Lower trust; lower speed, worries and harassment not in control, higher costs Big Dream Common Goal Common Strategy Commitment Roles/Tasks Clear communication Relation and respect Leadership and coaching Circle of influence Circle of worry/harassment
  46. 46. De design of the organisation suits to the ambition, common goal and need for change Leadership 1.0 Team led by manager Leadership 4.0 Self governing team Leadership 2.0 Self-managing team Leadership 3.0 Self-organising team Sources: Team of Teams, Stanley McChrystal Organizational Culture and Leadership, Edgar Schein
  47. 47. Evolutionary development according to Laloux • Organizations have multiple colors / drives, which often match and are part of evolutionary development • Change management and transformation requires insight and synchronization of the colors / drives • You change by deploying the right intervention at the right level Source: Frederic Laloux, Reinventing Organizations
  48. 48. Self-organization is not easy 1. Self-organization goes according to rules and structure with the commitment of all team members: – Deciding on the advice method – Internal communications (Visual management and strategy deployment) – Conflict resolution – Allocation of roles – Review performance – Reward – Removal from team / group 2. Wholeness; How to access deeper interesting issues and we ensure that the ego is not made too big? 3. Evolutionary purpose; Predict and control is based on the idea that an organization is a mechanical system, an organization is a living organism. Self-organization is evolving to sense and respond Source: Reinventing organizations, Frederic Laloux
  49. 49. Golden Circle (Sinek ) Human Needs (Assink) Spiral Dynamics (Graves) Seven levels of consciousness (Barrett) TheoryU Level (Scharmer) TheoryU Leadership skill Why Spiritual Turquoise; Holistic, spiritual view on work Service to humanity Need for develop ment Performing Act in conjunction with the entire new system Yellow; Integrative, systematic, innovative, co- creation Making the difference Let arise ‘Open Will’ Prototyping New way of acting by connected heads, hearth and hands How Mental Green; Egalitation/Communit arian, care about each other Cohesion Connect with the source, Presencing In contact with the system ‘Open heart’ Seeing with fresh eyes ‘Open Mind’ Generative listening, collectief verbonden Empathic listening, releasing andconnecting Factual listening, see the difference Orange; Oriëntation on result and being successfull, seeing opportunities Transformation What Emotional Blue; Purposeful, Authoritartan, doing the job right, planning and procedures Esteem focus on order and quality Basic needs Listening from known patterns Downloading from old patterns Red; decisive, fun in collaboration from a marterial perspective Esteem focused on emotion Fysical Purple; Informal leadership, rituals Relationship awareness Teal organisations Orange organisations Green organisations Amber organisations Red organisations
  50. 50. Golden Circle (Sinek ) Human Needs (Assink) Spiral Dynamics (Graves) Seven levels of consciousness (Barrett) TheoryU Level (Scharmer) TheoryU Leadership skill Why Spiritual Turquoise; Holistic, spiritual view on work Service to humanity Need for develop ment Performing the whole system Act in conjunction with the entire new system Yellow; Integrative, systematic, innovative, co- creation Making the difference Let arise ‘Open Will’ Prototyping New way of acting by connected heads, hearth and hands How Mental Green; Egalitation/Communit arian, care about each other Cohesion Connect with the source, Presencing In contact with the system ‘Open heart’ Seeing with fresh eyes ‘Open Mind’ Generative listening, collectief verbonden Empathic listening, releasing andconnecting Factual listening, see the difference Orange; Oriëntation on result and being successfull, seeing opportunities Transformation What Emotional Blue; Purposeful, Authoritartan, doing the job right, planning and procedures Esteem focus on order and quality Basic needs Listening from known patterns Downloading from old patterns Red; decisive, fun in collaboration from a marterial perspective Esteem focused on emotion Fysical Purple; Informal leadership, rituals Relationship awareness Teal organisations Orange organisations Green organisations Amber organisations Red organisations
  51. 51. Stage of development Management aspect Team led by manager Self-managing team Self-organising team Self governing team Common Goal and strategy Commitment Complementairy tasks and roles Clear communication Constructive conflict Cohesion Credible coaching Now we can build a model for team development based on the Team Performance research Leadership 1.0 Leadership 2.0 Leadership 4.0Leadership 3.0
  52. 52. Assignment: Define relation team development and self organisation to your daily practice in breakout space • This assignment will take about 30 minutes groupwork and 15 minutes plenary discussion • Join the teams in the allocated breakout space • Discuss the stages of team development in relation to Tuckman and the Laloux definition of organization types with those two question: 1. At what stage is your daily team and organization? 2. Which qualities of a High Performance Team (management aspects) are arranged very well at your daily team and which are subject for improvement? • Collect and bring the conclusions after 30 minutes to the plenary lecture space and mention your team conclusions to the plenary lecture
  53. 53. Part 4: How to design a situational change plan with relation to Lean, Agile and DevOps
  54. 54. A situation Change plan is …. Realizing outcomes and goals that you aim for based on reason, context and philosophy, through an influence game of actors, by going through a trajectory in plateaus / stages / steps, by communicating and giving meaning, supporting and accelerating the entire process through conscious interventions by change agents
  55. 55. Visualisation of a situational change plan Diagnose with reason, context and philosophy Outcome and goals Conscious interventions by change agents Trajectory in plateaus, stages and steps Communicating and giving meaning Supported and accelerating the process New behaviour and changed skills and competences Changed processes and services New ways of collaboration with partners New architecture, IT system and data platform Guaranteed control Assessment by Product owners / customer board Coordination with Soundboard Communication about the plan and progress Visual management by Obeya Enable change actions Deliver or Intervene Measure progress Wave 1 3 months
  56. 56. Vision on Change management (repeated) Four ways of thinking about change: • common language: to discuss and decide about change it helps and reduces haggling over change only happens if you..’, when you have the same language • viewing the issue as a whole: multiple contrasting viewpoints in diagnosing and understanding organizations, people, issues • acting situationally: situational choice of the ‘best’ change strategy fitting the issue, the organization… What fits the issue? What fits the organization? • profession: as change agent you should be aware of your preferred style, assumptions, limitations and bias. It offers a tool for reflection. Source: Learning to Change, Leon de Caluwé, Hans Vermaak
  57. 57. There are six basic questions for the change strategy 1. What are the intended outcomes in terms of design and management, products and processes, people and interaction? 2. What is the current state, what is the outcome of the diagnosis? 3. What is the difference between current and desired and does it improve, renew or radically change? 4. Where is resistance, blockades and energy (individual, group and organization)? 5. Can and do the change agents want it (vision, strength, willingness and skills)? 6. Is it actually possible (feasible and realistic)?
  58. 58. Change strategies are depending on the dominant culture type Something changes in our organization when ... • Bringing interests together and using positions and context (red) • We define the results well in advance: our world is makeable and plan able (blue) • You know how to achieve the right fit between organizational goals and individual goals (orange) • People learn, change and make the new way of working their own (green) • Energy is released and we respond well to already existing patterns (yellow)
  59. 59. 6 0 First diverge and then converge Change idea Diagnosis Meaning • Multiple view • Making more complex • ´Whole elephant´ • To search and find • Subjective, intuitive • Separate cause and symptoms Focus of issue
  60. 60. 61 Second order change: add a colour Typical verbs Red Politicize, destabilize, arrange the support, decide, democratize Blue Rationalize, (over) simplify, schematize, design, (re)solve, control, stabilize Orange Humanisation, motivate, seduce, appreciate, to give attention, connecting people Green Explicit, awareness, reason, learn, customize, experiment, reflect Yellow To make complex, to boost (dynamic), add conflicts, hybridize, to give meaning, innovate
  61. 61. 6 2 Overview of a sample of colored interventions - Strategy analysis - Business process redesign - Auditing - Working in projects - Archiving - Decision making - Management by Objectives - Hygienic working - Working with a day planner Blue - Reward systems - Managing mobility and diversity - Triple ladder - Social activities - Team roles - Management by speech - Career development - Recruitment and selection - Job enlargement/Job enrichment Orange - Confrontation meetings - Third-party strategy - Top structuring Group Red Dominant Color - Improving quality of work life - Forming strategic alliances - Negotiations on labor conditions - Personal Commitment Statement - Outplacement - Protégé constructions OrganizationIndividual Level in the organization
  62. 62. Overview of a sample of colored interventions Level in the organization Dominant Color Individual Group Organization Green - Coaching - Intensive clinic - Feedback/Mirroring - Teambuilding - Gaming - InterVision - Open systems planning - Parallel learning structures - Quality circles Yellow - T-Group - Personal growth - Networking - Self-steering teams - Open space meetings - Making mental models explicit - Search conferences - create new rituals and mystique - Deconstructing “sacred cows”
  63. 63. Coloured key success factors What kind of (process-)results will you pursuit? Red - Support is available - The key figures are behind the decision - Hard appointments, a good ´deal´ Blue - The output is achieved - The plan is followed - It is clear Orange - People feel rewarded and taken seriously - We can offer people a perspective - Good cooperation Green - People ask for feedback - The doors and windows are open - People want to learn and reflect Yellow - People organize themselves across department walls - There is energy - Things have a different meaning than before
  64. 64. Every colour has it’s own change agent Red Director of the process who encloses his power Blue Expert project manager who takes care of formulating and implementation, but mandated. Orange Coaching manager, HR- or communications-expert who suggests solutions Green Process supervisor who supports people Yellow A pattern indicator who puts himself (or herself) on the line
  65. 65. Leadership and Change management in perspective to (scaled) Agile, Lean and DevOps way of working
  66. 66. Three relevant basic concepts • Lean IT: applying Lean principles throughout the entire IT organization • Agile: using Lean-related principles to improve software development and improve strategy based on customer value • DevOps: integrated concept based on Lean/Agile principles to improve the delivery of IT products & services Features: • There are synergies but they also work independently • There is NO predefined path • The methods are not a goal in themselves, they only help you to get somewhere • Lean provides the basic principles for all concepts Lean IT Agile/ Scrum Dev Ops
  67. 67. Agile in 2 minutes Ways of Working W hy Agile To Be Agile Experts doing all their work, then handing over, never looking back. When problems arise it is too late to rethink. Decisions are made continuously and validated. Goal is usually met earlier than planned. Delivers value in incremental deliveries with iterative improvements when fin d ingoutwhat’s needed. Business Analysis Architecture Development Move towards learning organisation Values Mindset Principles Practices Tools and Processes Less visible - more powerful More visible - less powerful Requires structural and cultural change Delivers in one Big Bang. Analyzing and planning without testing and changing the plan, usually gives late surprises, and deliveries not meeting business goals nor user needs. Alldifficu lt decisions in the beginning. Goal Cost Risk Risk Risk Risk Risk Plan Time Cost Time Waterfall Approach Agile Approach Waterfall -or ‘’Faith Driven Development’’ Agile -or ‘’Incremental Development’’ www.quintgroup.com of knowledge gets lost in handoffs 50% 2001 - Agile Manifesto INDIVIDUALS AND INTERACTIONS over processes and tools WORKING SOFTWARE over comprehensive documentation CUSTOMER COLLABORATION over contract negotiation RESPONDING TO CHANGE over following a plan Interaction design Graphic design Experimentation over Elaborative Planning Interactive Design over Big Design up Front Collaborative work over One Hero Customer Feedback over Intuition Disorder Cynefin Scrumishere Learn Measure Build BROAD Cross-functional Competence or KNOWLEDGE X-functional Team effectively solving problems together. Fail Fast 2 Succeed Sooner DEEPSpecifie d EXPERTISE Sprint Backlog User Story Task DoD The awesome X-functional Team, Co-located, with mandate to make decisions on business- & user value and tech solutions. They have the competences needed to build and ship it. Product Backlog The Scrum Team Scrum Board Sprints Product Owner Backend Developer UX Developer Tester Agile Coach or Scrum Master PO owns the PB and product vision. Prio To do Doing Done Agile Heartbeat - Cadence Week 1 Week 2 Daily Standups 15 min BacklogRefin e ment Sprint Planning Sprint Goal Review Retrospective Can be adapted in command and control Complex Probe Sense Respond Complicated Sense Analyze Respond Good Practices Chaos Act Sense Respond Novel Obvious Sense Categorise Respond
  68. 68. Connection between Lean IT, Agile, DevOps and ITSM DevOps Running Lean Product/Market Fit (Business) Agile (Development) ITSM (Operations) Lean (End-to-End Flow) Scrum, Kanban (Process) XP (Engineering) PrinciplesPractices Idea Value Development Testing Acceptance Production
  69. 69. Business Operations Agile & DevOps and breaking down walls What problems are we solving? • IT slowness • Lack of delivery quality • Lack of understanding and collaboration between Dev and Ops • Too much time spent on management, too little on innovation … to break down this wall Agile DevOps Development
  70. 70. Move fast Decentralize Lean and Agile enterprises use diffused authority and flat organizational structure (value streams) to synchronize information flows among different departments, and develop close, trust-based relationships with their customers and suppliers Adapt Moving towards Lean and Agile enterprises Lean and Agile enterprises are built on policies and processes that facilitate change; they adapt to achieve continuous competitive advantage in serving its customers Lean and Agile enterprises are fast moving, flexible and sustainable; capable of rapid response and decision-making to unexpected challenges, events, and opportunities
  71. 71. Move fast, adapt and decentralize through value stream Autonomous collaboration structure: A system within the organization with its own vision, mission, metrics, budget and teams. As few dependencies as possible with other parts of the organization. Understanding value: Comprehension how the efforts within a value stream contribute to customer and business value (outside- in). Organizing value: Value streams focus on creating added value and minimizing waste in the end-to-end system. Delivering value: The customer obtains value if all steps in the value stream are executed well. The organization also gets value from this.
  72. 72. Customer obsession Customer value is at the center of everything we do Flow-based delivery We deliver the services to our customers in a fluent, predictable way, without waiting Entrepreneurship We take advantage of the opportunities instead of avoiding the risks Quality at the source We are responsible for the quality of our own deliveries 01 02 03 04 Value-driven collaboration We prioritize constantly and work as a team to find the best solution Decentralized decision-making We fight for autonomy and we take into account economic factors to organize decision- making in the most agile way possible Lean and agility in control We use a single control method for both innovation and services Continuous learning We are open to change and we stimulate the learning capacity 06 07 08 09 Lean Agile Enterprise: Design principles and values Engineering mindset We leave room for the development of professional skills 05 Stop starting, start finishing We limit the work in progress 10
  73. 73. Committed Vision Committed Guiding Coalition Committed Goals Committed Vision The Digital Leadership has defined its vision for the transformation and each individual member can tell an engaging Change Story about why it needs to take place Committed Guiding Coalition The Digital Leadership sees itself as the key change agents for the transformation. It has identified other “Digital Champions” and product owners who form the guiding coalition for the change Committed Goals The specific goals and related measures and performance indicators are clearly defined. The incentive system is aligned with these goals. A new way of visual reporting has been implemented Committed Plan The transformation and communication plan is concrete and clear for the entire organization. The plan is based on an integrated assessment of the current situation. The order in which value streams will be transformed has been committed Each culture type has a different commitment, so leadership and communication must be addressed situational Committed Plan Strongly related to the team development model
  74. 74. Activities of Lean and Agile digital leadership Visioning • Creating the vision and strategy for the organization based on customer needs, purpose, values and principles • Define the "Story" for the direction of the organization Organizing • Organizing personnel, capital and raw materials for the daily business in the organization • Building a structure that suits the job Developing • Recruiting, hiring and training team members; organizing the right working conditions • Ensure that leaders and team members continue to meet the requirements of the organization, in relation to the value that customers demand from the organization
  75. 75. Activities of Lean and Agile digital leadership Planning • Draw up action plans that combine unity, continuity, flexibility and precision and that can give meaning to the work and future developments focused on customer value with the necessary resources • Prioritizing work with a backlog and then coordinating at different levels and with different time horizons Cascading • Connecting all levels of the organization to the goals (cascade) • Balancing and monitoring the capacity and activities of the teams, departments, products, services and organization and aligning with the constant prioritization Monitoring • Identifying areas for improvement and bottlenecks by collecting feedback, observations (Gemba Walk) and analyzes and testing activities against plans, policy and documentation • Identifying and celebrating the successes of the teams and organization
  76. 76. Customer value/ Employee value Long-term Plan (Hoshin Kanri) Planning OrganizingVisioning Team Leadership Team Value Stream Management Long-term Goals Values Lean/Agile Principles Change Story Backlog Management Capacity Planning Units of Work Week board, Day/Kanban/Scrum board Improvement board KPIs Impediment Management People, Tooling Gemba Walk Team-building Learning, Performance Dialog Skills & Knowledge Problem-solving Daily Kaizen Learning system Features, Stories Board Domain Tribe Squad Team Boards Cascading Developing Monitoring Value Delivery in flow Purpose Portfolio wall Performance wall Improvement wall Gemba Walk The six roles of digital leadership will be filled in situational Spiral Dynamics culturetype
  77. 77. The situational change plan is a mix of hard and soft change components Change components Implementatie systemen en technologie Structure and processes Control and governance Leadership, behavior and learning / training Rationalization of IT systems, mapping systems and processes Elaborate customer journeys, design enterprise architecture and operating model Design new ways of collaboration, governance and governance Set up culture scan / change analysis, communication and Obeya Architecture validation, selection, sourcing applications and platforms Setting up a learning environment for developing customer journeys Validate business case, prepare for implementation of new governance Translate to OKRs and personal development plan and team development Stable IT portfolio through sourcing and knowledge assured standards Conduct training in working with new environment, attitude and behavior Weekly control and improvement from Obeya, OKR and cascade system Focus on desired behavior and the elements of the leadership model Changeanddevelopment Designingandimplementing Wave 1 Wave 2 Wave 3 Spiral Dynamics culturetype
  78. 78. Learning is key at high performance team transformations • Start with observing how the your employees learn, each individual has a different learning system this can be expressed with the culture types • Our brain is triggering on dangers, which causes uncontrolled reactions and defensive resistance to change • It is necessary in extreme heavy situations to develop another mind-set and another way of learning • High performance teams have developed a situational learning system: They are committed to vision, goals, team and plan Learning styleReaction on change
  79. 79. And a situational learning approach is essential for implementing a digital transformation Less complex transformation Complex transformation Less time to learn and change available More time to learn and change available Example: Learning how to operate the digitization at the introduction of new customers Example: Learning and implement video chatting at customer meetings Chatbot Knowledge portal Simple task online learning Online learning programme Online peer learning Team based learning Learning and change support Desk Digital skill development programme Online coaching Mix online and class learning Design thinking and pilot learning labs Spiral Dynamics culturetype
  80. 80. Example of possible interventions in digital transformation (Dutch) 1/2 Wat is het verandervraagstuk? Mogelijke interventie Resultaat Match met cultuurtypologie Hoe zorgen we voor een samenhangend verhaal over de veranderingen binnen onze organisatie? Purpose driven storytelling met Doelen Inspanningen Netwerk combineren Alle MT leden vertellen hetzelfde verhaal dat gekoppeld is aan een heldere boodschap over verandernoodzaak en missie/visie/doelen Groen, geel (storytelling) naar oranje en blauw (Doelen Inspanningen Netwerk) Hoe komen we tot gedragen requirements voor de applicatie keuze en platformkeuze? Gezamenlijk ontwikkelen klantreizen Met een groep koplopers worden klantreizen ontwikkeld en getoetst met potentiële leveranciers Blauw valideren en documenteren procesflows, groen (co-creatie en draagvlak ontwikkeling) en geel (verdiepen in klantvraag) Hoe leiden we onze medewerkers op in het werken met de nieuwe digitale omgeving? Collectief leren via een platform met leerstijlen, simulaties en praktijkopdrachten Gestructureerd leerplan en door simulaties passend bij verschillende leerstijlen met vertaling naar praktijkopdrachten Groen (collectief leren), geel (simulaties) naar blauw (leerplatform en werken met praktijkopdrachten) Hoe zorgen we voor passende leiderschapsontwikkeling voor managers en medewerkers? Leiderschapsontwikkeling (onze corporate aanpak) Consistente leiderschapsontwikkeling, toetsbaarheid op gewenst gedrag Oranje (geef richting), groen (werk samen), blauw en rood (realiseer de strategie) Spiral Dynamics culturetype
  81. 81. Example of possible interventions in digital transformation (Dutch) 2/2 Wat is het verandervraagstuk? Mogelijke interventie Resultaat Match met cultuurtypologie Hoe weten we dat teams en medewerkers met de juiste dingen bezig zijn? Structureel Obeya’s en dagstarts/weekstarts invoeren Op dag en weekbasis gedegen inzicht in voortgang, issues en betrokkenheid teams en medewerkers Van groen (collectief overleg) en visueel management naar blauw (gestructureerde en betrouwbare voortgangsbewaking) Hoe lossen we issues en problemen op die we onderweg tegenkomen? Kaizen’s en A3 problem solving (Lean) Gestructureerde aanpak voor oplossen problemen Groen (gezamenlijke aanpak binnen team en met teams), geel (analyse kernoorzaak) en blauw (gestructureerde aanpak) Hoe zorgen we dat de processen goed worden geïmplementeerd en goed blijven draaien? Optimaliseren waardestromen en werken met Value Stream Mapping (VSM) Door meetbaar maken van de waardestromen worden issues en verspillingen zichtbaar en kan continu worden gemeten aan de effecten en resultaten Oranje (koppeling effecten uit processen aan doelen) en blauw (documenteren processen en meetbaar maken resultaten) Hoe worden we een data gedreven organisatie? Data analytics ontwikkelen en borgen Structurele analyse van patronen en vroegtijdig signaleren kansen en verbeteringen Geel (opzetten data analytics) en blauw (basis van betrouwbare data omgeving en processen) Spiral Dynamics culturetype
  82. 82. With Operational Management and Visual Management you will master (behavioral) change • By visualization of group responsibility and leadership results in a short time between problem and solution • By Cross-functional problems to be solved • Through a clear connection between results and goals
  83. 83. Visualize mission, goals and effort with the Target Effort Network (DIN) 85 Spiral Dynamics value per DIN aspect Ambition Strategic goals Measurable tactical goals Efforts
  84. 84. 86 And you will connect actions to collective commitments…
  85. 85. The boards build a system and give confidence and structure to the teams and involved people <vul de datum in: via 'Beeld' en 'Koptekst en voettekst> 87 Daily Planbord Team Name Plan Succes Control Reason Improvement board Team Cascade board Kwaliteit Output Kosten Team Remco Egbert Mohamed Cees André Ma Di Wo Do Vr Skill Matrix Rooster Cont. Verb. Team: Versie: Datum: Cascade ard Department Weekly Performance board Team Trends Improvement Trends
  86. 86. Which defies in structural day and week starts so self-organization and ownership will become a fact
  87. 87. Now we can visualize the situational change approach Ontwerpen nieuwe governance Uitwerken klantreizen en Enterprise architectuur Selectie sourcing applicaties en platformen Pilot test nieuwe governance Opzetten leeromgeving voor nieuwe processen Contracteren sourcing applicaties en platformen Wekelijks sturen en verbeteren Opleiden in nieuwe omgeving en gedrag Implementeren nieuwe applicaties en platformen Obeya opzetten en koppelen aan doelen en gewenst gedrag Invullen persoonlijk ontwikkelplan, OKR en teamontwikkeling Gericht sturen op gewenst gedrag en leiderschapsmodel Spiral Dynamics culturetype
  88. 88. Growth stages and digital strategy can be combined Sources: IT-Capability Maturity Framework, Cobit, CMMi combined with the Antifragile theory of Nassim Taleb Trust Resilience 1. FRAGILE 2. ROBUST 3. FLEXIBLE 4. AGILE 5. ANTIFRAGILE Basics in order Directing the value chain Digital network organization
  89. 89. Stage of Team Development Teamaspect Team led by manager Self-managing team Self-organising team Self governing team Goal orientation Growth stage Digital strategy Program plan and top down approach Fragile / Robust Basics in order Translate goals into ownership Flexible Start directing the chain Cooperation goals and self- organization Agile Directing the chain Goals determined and coordinated in teams Antifragile Digital network organization Common Goal and strategy Commitment Complementairy tasks and roles Clear communication Constructive conflict Cohesion Credible coaching Dominant Spiral Dynamics Values colour Orange organization Green organization Teal organization Amber organization Finally we can finish the team development and leadership model and summarize this lecture
  90. 90. Assignment with setting up diagnosis and choosing a change strategy • This assignment takes 15 minutes • Come up with a challenging change assignment in your work environment • Try to determine with the elements of the change plan (intended goals, diagnosis, interventions, actors) where you foresee the most bottlenecks in making a change plan • Why are there bottlenecks? • What do you think would be the best change strategy? • Plenary briefly explain your conclusions
  91. 91. Continued at my next lecture at September 11th We will continue more in depth with the basic principles and practice with a by this class chosen leadership and change management methods and tools (Design Thinking, Lean A3 problem solving method, Getting Things Done method, TheoryU self organisation)

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