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20 Tips to implement and rollout Organisational Change Projects


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20 Tips to implement and rollout Organisational Change Projects: Think Lean, think Agile, deliver value early, and more...

20 Tips to implement and rollout Organisational Change Projects

  1. 1. 20 Tips to implement and rollout Organisational Change Projects Michael Tarnowski Arthur John Picton:
  2. 2. Change is inevitable compassrose_04 Change is inevitable Change is a process Change is not an event Change never stops Change is continuous
  3. 3. Organisations aren’tr any different than People …because people/employees are fundamental to organisations! Heather Gold:
  4. 4. Organisations are difficult to change Luis Vilanova It’s difficult to change organisations since it’s difficult to change employees
  5. 5. Fear to Change Rubén Díaz Alonso Employees fear Change
  6. 6. Resistance to Change Rubén Díaz Alonso Employees resist Change
  7. 7. Problems of Organisational Change In Organisational Change Projects you are confronted with • Resistance • Fear • Loss of Trust • No-Commitment • Resignation • … Kevin Dooley Here are 20 tips how to cope with this
  8. 8. Realistic Schedule photosteve101 1. Have a realistic Schedule Don’t under-estimate the effort Implementing Change takes 1-2 years at least (see John Kotter’s phase model) Acclimatisation time (with further marketing the change): 1 year Harvesting the new culture & benefits after 3 years Don’t accept management wish- thinking
  9. 9. Assistance and Guidance Lara Cores 2. Offer at all levels your Assistance and Guidance Help with Assistance and Guidance Walk your talks! – as manager, coach, or consultant be present Support the frontline actively with engagement, knowledge and technology in all improvement activities Explain unmovable constraints Remove impediments Allocate resources needed
  10. 10. Personal Vision – Shared Vision 2. Create Shared Visions by valuing Personal Visions Elvin Respect and value employee's Personal Vision Personal Visions defines their identity, attitudes, behaviours, empathies, and resistances. Create Shared Visions Shared Visions build Collective Identity Match Change’s objectives with the employee's Personal Visions Identify resistance and blockers as fast as possible Use LEGO Serious Play workshops to develop Shared Visions correlating with employees vision and change initiative objectives
  11. 11. Trust Nick Ford 4. Assure employees to trust and to be trusted An Organisation has always to fulfil the Trust of employees Because employees trust in them! Involve all who have needs Show improvement actions on all operational levels transparently Align and engage change with the business Motivate with giving confidence and responsibilities Allow mistakes
  12. 12. Transparency Nina Matthews 5. Be always transparent on all levels Show Transparency as much as possible: Show progress / results all-time Communicate success, problems, and failure Make all data highly available (whiteboard at a prominent place) Involve at all levels employees in detailing high level change objectives to their needs Establish feedback cycles and discussion forums
  13. 13. Commitment Prasanth Chandra 6. Strive for Mutual Commitment You get no Commitment from management top-down-orders only It’s a 2-side coin: if you are not committed yourself, you get no commitment Build commitment on • Trust and Transparency • Motivation (on individual, team, and department / management level) • Embedding in decisions all involved • Showing everybody the personal benefits and values • Creating “Small World Networks” spreading connections feature- driven
  14. 14. Process Engineering Group w/ Change Agents David Wall Process Engineering Group – core team driving the Change. Vertical and horizontal representatives of all teams/depart. involved Supports actively on all levels employees in finding objectives, implementing, and rollout change Change Agents – promoting and multiplying the Change Representatives of all management levels Some of them should be part of the PEG Agile Coach: Systemic supervision by an Agile mind set 7. Establish active community to drive, support, and promote Change at the frontline
  15. 15. Active Management Attentation Adam Cohn 8. Call for Active Management Attentation At all levels • Involve employees in detailing the high level change objectives • Give employees room for feedback • Let employees contribute in improvements of activities, artefacts, processes, and procedures
  16. 16. Communicate Marc Wathieu 9. Communicate! Communicate! Communicate! Communicate! Communicate! Communicate! • …success stories as well as failures • …constraints, objectives, goals • …motivation and benefits • …time lines and schedules
  17. 17. Value Stream and Business Alignment Clint McMahon 10. Align change activities on Value Stream and Business Value (of the change) is pertinence of usage the change brings to frontline Identify waste using Games and Retrospectives (Innovation Games) Assess projects and teams in terms of • …creating flow by eliminating waste. • …needs / business value / importance Select “pilot projects” for change activities / artefacts according to business needs and value stream
  18. 18. Create Value Billy Wilson 11. Think Lean. Deliver Value: Build-Measure-Learn Establish reliable metrics and reporting cycles Don’t over-enginieer Ship directly usable artefacts time-boxed and incrementally Use, evaluate, and improve all shipped artefacts immediately: Build-Measure-Learn (Lean-Startup- Cycle)
  19. 19. Have Impact Conan 12. Create Impact at all levels Spread across that your grass is greener – use the domino effect: “Let me join your team!” Give employees room for feedback Let employees experience improvements personally – “Continuous Improvement Process” Engage enthusiastically supportive employees Reward by giving responsibilities or status – not by money
  20. 20. Create Experimentation Culture Paolo Lottini 13. Create Experimentation Culture Prototype / Test all improvement ideas – even the smallest one – at frontline Keep test teams small (3ppl) Test repeatedly often Constantly remove guesswork Be metrics driven – choose one Make all data highly available Allow failures – tests can fail! Encourage employees’ engagement
  21. 21. Challenge Employees 14. Challenge and Engage Employees Get enthusiastic support and buy-in upfront Assign neutral facilitator(s) to assure everyone will be heard Use engaging collaboration formats and facilitation (Open Space, Barcamp, Fish-Bowl, World Café, Innovation Games, Agile Games, LEGO Serious Play) Create Declarations of Understanding Celebrate successes Richard Parmiter
  22. 22. Energise Employees Emotionally Plays-In-Business: “Agile Games Evening 2012” – Photos: Tobias Cieplik 15. Find solutions in a Playful Way Playing • …addresses emotionally • …energises with fun • …motivates by heart • …commits easily • … connects people and goals • … transfers goals and objectives • … opens creativity quickly via metaphors, pictures, symbols, story telling
  23. 23. Agile Rollout Policies Mykl Roventine 16. Think Agile. Establish Rollout Policies Implement artefacts with daily feedback loops in core team (24hrs) Release artefacts in directly usable increments in 2wks sprints Define retrospective intervals Define success criteria (“Definition of Done”)
  24. 24. Lean Change Canvas Feggy Art 17. Monitor Progress metrics-driven Monitor Change initiative progress with Lean Change Canvas metrics: • Urgency, Change Recipients, Vision • Communication, Success Criteria, Target State • Required Investments (effort), Wins
  25. 25. Scaling Change santacroce 18. Scale the Change Use same agile rollout policies in the line as in core team: • Incremental releases (24hrs/2wks) • Build-Measure-Learn frontline team 1 frontline team 2 frontline team 3 frontline team 4 Team coaches Core team (Process Engineering Group) Agile Coach
  26. 26. Retrospectives Kevin Lau 19. Create Learnings regularly Use Retrospectives (i.e. regular team meetings after 4-6 sprints each) to: • “Inspect & Adapt” – reflect with core team and others involved their way of working, and how to continuously improve • identify and commit actions to be done to improve • empower teams and improve the team productivity • increase product quality • identify impediments • collect learnings • adapt to changing objectives and requirements 4 Questions: 1. “How are we doing?” 2. “What's going well?” 3. “What's not going well?” 4. “What steps can we take to improve?”
  27. 27. Offer Alternatives 20. Forget about pleasing everybody: Offer Alternatives rabiem22 You can’t get all on the bandwagon Permanent motivating, explaining, and convincing people pressures you and slows down the transformation Show employees not willing to follow Alternatives / Exit strategies to the change: • moving to new teams / departments with same mind sets • telework opportunities • early retirements • cancellation agreements • pay employees to quit (Zappos, Amazon)
  28. 28. Questions? – Comments? – Being Interested? Drop me a note: Or call me: +49-172-6915261
  29. 29.  Trained Innovation Games Facilitator  Trained LEGO Serious Play Facilitator  Management 3.0 certified Facilitator  Certifed Scrum Master, Agile Coaching  ISO 15504/Automotive SPiCE Assessor  Requirements Engineering & Management consultancy  Quality Assurance & Management consultancy  Project Management & Configuration Management consultancy ISO 15504 Assessor Industrial Sectors: Automotive, Finance, Logistics & Public Transport, Defence & Aerospace, Aviation & Air Traffic, Management • Fritz-Kalle-Str. 4 • D-65187 Wiesbaden • Fon: +49-172-6915261 • Fax: + +49-3212-1312401 •