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Subject to Change

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Subject to Change

  1. 1. Subject to Change How & why your change program is going to fail, and what you can do about it Francisco Trindade
  2. 2. Francisco Trindade @frankmt blog.franktrindade.com Who?
  3. 3. Disclaimer
  4. 4. New Challenges New Markets Competition ... Everybody wants change
  5. 5. New Challenges New Markets Competition ... Everybody wants change
  6. 6. New Challenges New Markets Competition ... Everybody wants change
  7. 7. CO2 Emissions Internet Connections Data Storage Mobile Devices Connected to the Internet Genome Sequencing Everybody wants change
  8. 8. “Change has changed” Gary Hamel CO2 Emissions Internet Connections Data Storage Mobile Devices Connected to the Internet Genome Sequencing Everybody wants change
  9. 9. Modern Management Everybody wants change
  10. 10. Modern Management 1920 Everybody wants change
  11. 11. Modern Management Changing Organisations Everybody wants change
  12. 12. Changing Organisations Bo om-up Everybody wants change
  13. 13. Changing Organisations Driven by Employees (hopefully...) Bo om-up Everybody wants change
  14. 14. Changing Organisations Driven by Employees (hopefully...) Bo om-up Everybody wants change
  15. 15. Changing Organisations Top-Down Everybody wants change
  16. 16. Changing Organisations Top-Down Change programs Everybody wants change
  17. 17. Changing Organisations Top-Down Change programs “Let’s go Agile” ...go Lean” ...use Ruby” Everybody wants change
  18. 18. Change programs Everybody wants change
  19. 19. Change Planning programs Training Coaching Mentoring Influencing ... Everybody wants change
  20. 20. Change “People don’t resist change, they programs resist being changed” Peter Senge Change! No, thanks... Everybody wants change
  21. 21. “Let’s go Agile” ...go Lean” ...use Ruby” Uniformity Everybody wants change
  22. 22. “Let’s go Agile” ...go Lean” ...use Ruby” Uniformity == Control Everybody wants change
  23. 23. Control God Complex “In the face of an incredibly complicated problem are absolutely convinced they understand the way the world works” Tim Harford h p:// .ted.com/talks/tim_harford.html Everybody wants change
  24. 24. Everybody wants change
  25. 25. Everybody wants change ?
  26. 26. Everybody wants adaptability ?
  27. 27. Everybody wants innovation ?
  28. 28. Everybody wants learning ?
  29. 29. adaptability learning innovation
  30. 30. adaptability learning innovation management -driven
  31. 31. adaptability learning innovation management -driven #not
  32. 32. management
  33. 33. workers Improve the system Improve Work Learning to See Mike Rother and John Shook management
  34. 34. managers employees
  35. 35. employees managers
  36. 36. employees managers Reverse Accountability
  37. 37. Semco Brazil
  38. 38. Semco industrial democracy Brazil
  39. 39. Semco industrial democracy Brazil employees can select their managers choose when they come to work vote for decisions that affect them
  40. 40. Semco industrial democracy Brazil employees can select their managers choose when they come to work vote for decisions that affect them 3000 workers in 2003 US$ 4 million in 1982 to US$212 million in 2003
  41. 41. Semco industrial democracy Brazil employees can select their managers choose when they come to work vote for decisions that affect them “Control is an illusion” Ricardo Semler 3000 workers in 2003 US$ 4 million in 1982 to US$212 million in 2003
  42. 42. HCL India
  43. 43. Employees first, customer second HCL India
  44. 44. Employees first, customer second HCL India employees can submit tickets agains their managers ask questions directly to the ceo submit and vote for ideas
  45. 45. Employees first, customer second HCL India employees can submit tickets agains their managers ask questions directly to the ceo submit and vote for ideas In the first year, a rition rate halved and revenue grew 34%
  46. 46. Whole foods United States
  47. 47. store employees decide who to hire decide pricing decide ordering are evaluated against store results Whole foods United States
  48. 48. “Peer pressure enlists loyalty in ways that bureaucracy doesn’t” John Mackey, CEO and co-founder, Whole Foods store employees decide who to hire decide pricing decide ordering are evaluated against store results Whole foods United States
  49. 49. New Management
  50. 50. Openness Meritocracy Flexibility Collaboration Gary Hamel - Reinventing the Technology of Human Accomplishment h p://tinyurl.com/3l4ggs3 New Management
  51. 51. Openness Meritocracy Flexibility Collaboration Gary Hamel - Reinventing the Technology of Human Accomplishment h p://tinyurl.com/3l4ggs3 New Management
  52. 52. Openness Meritocracy Flexibility Collaboration Gary Hamel - Reinventing the Technology of Human Accomplishment h p://tinyurl.com/3l4ggs3 Changing Organisations
  53. 53. Front-End Backend Technology Based Teams Database Changing So ware Organisations
  54. 54. Lean Startup in the Enterprise Jez Humble - Agile 2011 Amazon’s product teams Changing So ware Organisations
  55. 55. Changing So ware Organisations
  56. 56. Independent business-aligned teams Product Reviews Shopping Cart Wish List Changing So ware Organisations
  57. 57. Waterfall...? Scrum! Independent business-aligned teams Decision autonomy Lean! Changing So ware Organisations
  58. 58. Scrum Zone Nothing to see here Independent business-aligned teams Decision autonomy Yes, we Visibility across kanban! teams Changing So ware Organisations
  59. 59. Oh well... Delivered! Independent business-aligned teams Decision autonomy Visibility across Delivered! teams Data-based results comparison Changing So ware Organisations
  60. 60. Independent business-aligned teams Decision autonomy Visibility across teams Data-based results comparison Knowledge sharing Changing So ware Organisations
  61. 61. Independent Openness business-aligned teams Meritocracy Decision autonomy Visibility across Flexibility teams Data-based results Collaboration comparison Knowledge sharing Changing So ware Organisations
  62. 62. Independent Openness business-aligned teams Meritocracy Decision autonomy Visibility across Flexibility teams Data-based results Collaboration comparison Knowledge sharing Changing So ware Organisations
  63. 63. Let go of control
  64. 64. “By having so much stock, I have a loaded gun, but in 25 years I’ve never used it because you can only use it once... ...if I veto someone, the next time they’re going to say, ‘Forget it; he’s going to do what he wants.’ Ricardo Semler
  65. 65. Thank you franktrindade.com @frankmt

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