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Lean Change: Applying Lean Startup to Organizational Change Efforts
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Lean Change: Applying Lean Startup to Organizational Change Efforts
- Lean Startup For Change Apply Lean Startup thinking to build a successful change effort, faster Gerry Kirk @gerrykirk gerrykirk.net
- Lean Startup for Change Apply Lean Startup thinking to build a successful change effort, faster Gerry Kirk NuFocus Consulting Group @gerrykirk gerrykirk.net
- Build Explain Change Canvas Lean Change Objectives Apply to Change Effort
- (CC) on Flickr by Flavia_FF
- (CC) on Flickr by thephotographymuse
- Outcomes unpredictable It’s about people
- Jeff Anderson Deloitte LEAN Service Offering
- Lean = + Change Jeff Anderson Deloitte LEAN Service Offering
- validated learning for organizational change programs Lean = + Change
- “How can we learn more quickly what works and what doesn’t?” - Tim O’Reilly, CEO O’Reilly Media
- “From plan A to plan that works” - Ash Maurya, author “Running Lean”
- Business Model Canvas
- 1. Communicate 2. Consider the whole 3. Be creative
- Lean Change Canvas
- Brainstorm Change Models Maximize learning Mitigate risk
- Validate Strategy Build Minimum Viable Change #1 Learn Measure Qualitative #2 Quantitative
- Validated Adoption Board
- Lean Change Model Jeff Anderson Deloitte LEAN Service Offering
- (CC) on Flickr by milos milosevic
- Top 10 Takeaways
- It’s your move! Learn, discuss, innovate http://sqz.co/a4F5Bby Gerry Kirk NuFocus Strategic Group @gerrykirk
Editor's Notes
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- Title slide\n
- Explain what Lean Startup is\nExplain what a Business Model Canvas is\n\n
- Explain what Lean Startup is\nExplain what a Business Model Canvas is\n\n
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- http://www.flickr.com/photos/mistressf/581070318/sizes/l/in/photostream/\n
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- http://www.flickr.com/photos/mistressf/581070318/sizes/l/in/photostream/\n\nAbout culture, about people\nChange and learn differently, different motivations\nTraditional approaches don’t provide adequate learning\n\n
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- Our Lean Startup 4 change method could be described as follows:\nLike all change management engagements we had a vision describing a high level where we wanted to go\nLikewise, this vision was supported by a number of strategies. Examples of strategies included using Kanban, application of agile methods, and the setup of a centralized quality management office that would be responsible for bringing coaching services to the rest of the organization\nUsing the Lean Startup method is an inspiration we broke up our strategies into numerous adoption campaigns. An example of an adoption campaign would be executing an agile style pilot, another example would be setting up Kanban within a functional department visualizing their work completely as is\nAssumptions were listed for each adoption campaign and where possible provide a measurable hypothesis for each assumption\nWe then started to design minimum viable changes. The express purpose of these minimum viable changes was to validate (or invalidate) the feasibility of a particular adoption campaign\nIf our minimum viable changes showed our hypothesis to be correct we would continue to pursue these tactics, and facing a number of successes accelerate adoption of a particular component\nIf our MVCs continued to show that our assumptions were not correct, we need to be ready to pick it and make some kind of significant change in a campaign or strategy or even the vision itself\n
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