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Lean Change - Organisationsentwicklung mit Design Thinking


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Vortrag von Mike Leber und Stefan Haas bei der Manage Agile 2014 in Berlin

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Lean Change - Organisationsentwicklung mit Design Thinking

  1. 1. ChaChaCha
  2. 2. Lean Change - Challenges & Chances Challenges Chances • Speed • Organizational Culture • Motivation & Resistance • Different views & Diverging goals • Uncertainty about acceptance and sustainability • Understanding • Purpose, Shared Values & Vision • Creative Solutions • Buy-in, Adoption, Responsibility • Organizational Fitness „Without changing our pa/erns of thought, we will not be able to solve the problems we created with our current pa/erns of thought “ (Albert Einstein)
  3. 3. Lean Change - What is it? • Fresh iterative approach to Change in Complex Environments • Dancing with Uncertainty • Directly involving affected People • Collaborative Learning and Leadership Approach • Evolutionary Growth Building upon established models & disciplines, such as Design Thinking and Lean Startup
  4. 4. Lean Change - Premisses? • Systemic view about Organization („organic“) • Transparency & Collaboration • Experimental and empirical Process • People, Empathy and Trust Attaching to People’s assumptions, needs and values fosters emerging structures, fit for purpose
  5. 5. “Everyone designs who devises courses of action aimed at changing existing situations into preferred ones.” Herbert Alexander Simon (June 15, 1916 – February 9, 2001) American political scientist, economist, sociologist, psychologist, and professor at Carnegie Mellon University
  6. 6. There are many different approaches to design
  7. 7. I design - you change • Analytical, rationalist mindset: • I take a series of inputs, analyse them and come up with a single answer • Unilateral control • Be right
  8. 8. This type of design thinking has a long history. Pruitt–Igoe housing project first occupied in 1954
  9. 9. Analytical, top-down approaches have trouble creating a solution that fits into a complex environment
  10. 10. Demolition of Pruitt-Igoe housing project marked the end of modernism at 3:32 PM, July 15 1972 (Charles Jencks)
  11. 11. CONSTRUCTUAL LAW "For a finite-size system to persist in time (to live), it must evolve in such a way that it provides easier access to the imposed currents that flow through it." 1. Life is flow: all flow systems are live systems, the animate and the inanimate. 2. Design generation and evolution is a phenomenon of physics. 3. Designs have the universal tendency to evolve in a certain direction in time. The constructal law is a first principle of physics that accounts for all design and evolution in nature. It holds that shape and structure arises to facilitate flow. The designs that arise spontaneously in nature reflect this tendency: they allow entities to flow more easily – to measurably move more current farther and faster for less unit of useful energy consumed.
  12. 12. Wooga New Kitchen Opening
  13. 13. Dr. Mathias Döpfner, Chief Executive Officer of Axel Springer SE: “… The fundamental innovation of working environments will support the cultural transformation towards a digital publishing house. …”
  14. 14. Wicked Problems • A problem that is difficult or impossible to solve because of incomplete, contradictory, and changing requirements that are often difficult to recognise • Because of complex interdependencies, the effort to solve one aspect of a wicked problem may reveal or create other problems • Design Thinking is a formal method for practical, creative resolution of problems and creation of solutions, best suited to solve wicked problems.
  15. 15. Problem Solution Design Thinking Modes
  17. 17. Grow Company Extend Portfolio Keep Culture Healthy Be Best Option 4 Customer No 1 Workplace Market Leader Positive Feedback from Employees Dysfunctional Teams High Turnover Bad Customer Feedback Autonomous Product Teams Actionable Metrics Transparency Scrum Mention on Short Feedback Cycles
  18. 18. Make constraints visible Lack of trust Teams don’t make use of freedom Lack of Lack of focus respect Fear & blaming Dysfunctional Teams Focused Retrospective EXPERIMENTS H: Teams need space to learn H: Teams need space to learn
  19. 19. Autonomous Product Teams Market Leader Dysfunctional Teams Product Team Drive Sales pressure Individualism Focused Retrospective Authority Board
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  21. 21. 27
  22. 22. 28
  23. 23. LEVELS OF ORGANIZATIONAL CULTURE Artifacts Expoused Values Underlying Assumptions Edgard H. Schein
  24. 24. D.MINDSETS
  25. 25. Reframing Organisational Development • Organisational development is a wicked problem like urban planning or new product development • Design Thinking is a discipline that uses a designer’s perspective to solve wicked problems • We can learn from Design Thinking how to combine empathy, creativity and rationality to iterate towards organisational fitness
  26. 26. Summary • Considering Complexity and Emergence • Adaptive Organizations • Collaboration, Transparency, Visualization • Enabling Learning Organization • Participative, DIY Approach to Change using a designer’s mindset with Design Thinking