Change Leadership with Kanban

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Sigi Kaltenecker´s talk on evolutionary change management and leadership given at the LKCE13 conference in Hamburg, the ISO workshop in Vienna and the SUGSA meeting in Johannesburg (November 2013).

Published in: Business, Education

Change Leadership with Kanban

  1. 1. Change Leadership with Kanban @sigikaltenecker Saturday, November 16, 13
  2. 2. Dr.  Siegfried  Kaltenecker @sigikaltenecker Leading SelfOrganising Teams Master Class for Lean/Agile Leaders & Professionals Siegfried Kaltenecker & Peter Hundermark Kanban Brochure.fh11 2/27/13 1:18 PM Page 1 Johannesburg & Cape Town, November 2012 C ScrumSense Leaders in facilitating lasting Agile change M Y CM MY CY CMY K Managing  Director  of  Loop  GmbH,  based  in   Vienna   Organisa<onal  Development  Consultant,   SYC,  CSM,  KCP Co-­‐author  of  Kanban  in  IT:  Achieving  a   Culture  of  Con7nuous  Improvement  (about   to  be  published  in  English  in  2014) Editor  of  PlaDorm  for  Agile  Management p-­‐a-­‐m.org Author  &  trainer  of    Leading  Self-­‐ Organising  Teams Saturday, November 16, 13
  3. 3. How  to  achieve  a  culture  of  con8nuous  improvement Saturday, November 16, 13
  4. 4. How  to  achieve  a  culture  of  con8nuous  improvement Saturday, November 16, 13
  5. 5. How  to  achieve  a  culture  of  con8nuous  improvement Saturday, November 16, 13
  6. 6. How  to  achieve  a  culture  of  con8nuous  improvement Saturday, November 16, 13
  7. 7. How  to  achieve  a  culture  of  con8nuous  improvement Kanban Saturday, November 16, 13
  8. 8. How  to  achieve  a  culture  of  con8nuous  improvement Kanban Saturday, November 16, 13 Change
  9. 9. How  to  achieve  a  culture  of  con8nuous  improvement Kanban Change Leadership Saturday, November 16, 13
  10. 10. How  to  achieve  a  culture  of  con8nuous  improvement Kanban Change Kaizen Leadership Saturday, November 16, 13
  11. 11. Change  Leadership  with  Kanban Saturday, November 16, 13
  12. 12. Change  Leadership  with  Kanban Build  a  change   management   capability  for   the  21st   century Saturday, November 16, 13
  13. 13. Change  Leadership  with  Kanban Build  a  change   management   capability  for   the  21st   century Saturday, November 16, 13 Encourage   leadership  at   all  levels
  14. 14. Saturday, November 16, 13
  15. 15. Kanban Saturday, November 16, 13
  16. 16. Principles Saturday, November 16, 13 Kanban
  17. 17. Principles Start with what you do now Saturday, November 16, 13 Kanban
  18. 18. Principles Start with what you do now Agree on evolutionary change Saturday, November 16, 13 Kanban
  19. 19. Principles Start with what you do now Agree on evolutionary change Respect current roles etc. Saturday, November 16, 13 Kanban
  20. 20. Principles Start with what you do now Agree on evolutionary change Respect current roles etc. Encourage leadership Saturday, November 16, 13 Kanban
  21. 21. Principles Start with what you do now Agree on evolutionary change Respect current roles etc. Encourage leadership Saturday, November 16, 13 Kanban Core Practices
  22. 22. Principles Start with what you do now Agree on evolutionary change Respect current roles etc. Encourage leadership Saturday, November 16, 13 Kanban Core Practices visualization
  23. 23. Principles Start with what you do now Agree on evolutionary change Respect current roles etc. Encourage leadership Saturday, November 16, 13 Kanban Core Practices visualization WIP/CIP-limits
  24. 24. Principles Start with what you do now Agree on evolutionary change Respect current roles etc. Encourage leadership Saturday, November 16, 13 Kanban Core Practices visualization WIP/CIP-limits managing flow
  25. 25. Principles Start with what you do now Agree on evolutionary change Respect current roles etc. Encourage leadership Saturday, November 16, 13 Kanban Core Practices visualization WIP/CIP-limits managing flow explicit policies
  26. 26. Principles Start with what you do now Agree on evolutionary change Respect current roles etc. Kanban Core Practices visualization WIP/CIP-limits managing flow explicit policies feedback loops Encourage leadership Saturday, November 16, 13
  27. 27. Principles Start with what you do now Agree on evolutionary change Respect current roles etc. Kanban Core Practices visualization WIP/CIP-limits managing flow explicit policies feedback loops Encourage leadership Saturday, November 16, 13 continuous improvement
  28. 28. Principles Kanban Start with what you do now Core Practices visualization WIP/CIP-limits Agree on evolutionary change managing flow explicit policies Respect current roles etc. feedback loops Encourage leadership continuous improvement “I believe that managers need to be pro-active about building a Change Management capability and looking beyond traditional 20th Century managed change,” David J. Anderson Saturday, November 16, 13
  29. 29. Principles Start with what you do now Agree on evolutionary change Core Practices Kanban Change Management Board ! 4! to do! visualization WIP/CIP-limits 3! 6! 3! preparation! involvement! feedback! done!managing flow Internal! External! Intern! Extern! explicit policies Respect current roles etc. feedback loops Encourage leadership continuous improvement “I believe that managers need to be pro-active about building a Change Management capability and looking beyond traditional 20th Century managed change,” David J. Anderson Saturday, November 16, 13
  30. 30. Why  building  a  change  management  capability? Saturday, November 16, 13
  31. 31. Why  building  a  change  management  capability? Saturday, November 16, 13
  32. 32. Why  building  a  change  management  capability? http://www.mckinsey.com/insights/organization/what_successful_transformations_share_mckinsey_global_survey_results Saturday, November 16, 13
  33. 33. Why  building  a  change  management  capability? http://www.mckinsey.com/insights/organization/what_successful_transformations_share_mckinsey_global_survey_results http://www.standishgroup.com/chaos_news/newsletter.php?id=54 Saturday, November 16, 13
  34. 34. What´s the problem with change management? Saturday, November 16, 13
  35. 35. PaDerns  of  failure Saturday, November 16, 13
  36. 36. PaDerns  of  failure Too  many  ini)a)ves Saturday, November 16, 13
  37. 37. PaDerns  of  failure Change  project  plans Too  many  ini)a)ves Saturday, November 16, 13
  38. 38. PaDerns  of  failure Change  project  plans Too  many  ini)a)ves Non-­‐transparency Saturday, November 16, 13
  39. 39. PaDerns  of  failure Change  project  plans Too  many  ini)a)ves Culture  eats  Kanban   for  breakfast Non-­‐transparency Saturday, November 16, 13
  40. 40. How  Kanban  can  help Saturday, November 16, 13
  41. 41. How  Kanban  can  help CIP  limits Saturday, November 16, 13
  42. 42. How  Kanban  can  help CIP  limits Saturday, November 16, 13 Focus  on  change  flow
  43. 43. How  Kanban  can  help CIP  limits Visualiza)on Saturday, November 16, 13 Focus  on  change  flow
  44. 44. How  Kanban  can  help CIP  limits Visualiza)on Saturday, November 16, 13 Focus  on  change  flow Feedback  loops
  45. 45. Principles Start with what you do now Agree on evolutionary change Respect current roles etc. Core Practices Kanban Change Management Board ! 4! to do! visualization WIP/CIP-limits 3! 6! 3! preparation! involvement! feedback! done!managing flow Internal! External! Intern! Extern! explicit policies feedback loops Encourage leadership Saturday, November 16, 13 continuous improvement
  46. 46. Principles Kanban Start with what you do now Agree on evolutionary change Core Practices Change Management Board ! 4! to do! Respect current roles etc. visualization WIP/CIP-limits 3! 6! 3! preparation! involvement! feedback! done!managing flow Internal! External! Intern! Extern! explicit policies feedback loops Encourage leadership Change Team Saturday, November 16, 13 continuous improvement
  47. 47. Principles Kanban Start with what you do now Agree on evolutionary change Core Practices Change Management Board ! 4! to do! Respect current roles etc. visualization WIP/CIP-limits 3! 6! 3! preparation! involvement! feedback! done!managing flow Internal! External! Intern! Extern! explicit policies feedback loops Encourage leadership Change Team Saturday, November 16, 13 continuous improvement
  48. 48. Principles Kanban Start with what you do now Agree on evolutionary change Core Practices Change Management Board ! 4! to do! visualization WIP/CIP-limits 3! 6! 3! preparation! involvement! feedback! done!managing flow Internal! External! Intern! Extern! explicit policies Respect current roles etc. feedback loops Encourage leadership Change Team Saturday, November 16, 13 continuous improvement Stakeholders
  49. 49. Principles Kanban Start with what you do now Agree on evolutionary change Core Practices Change Management Board ! 4! to do! visualization WIP/CIP-limits 3! 6! 3! preparation! involvement! feedback! done!managing flow Internal! External! Intern! Extern! explicit policies Respect current roles etc. feedback loops Encourage leadership Change Team Saturday, November 16, 13 continuous improvement Stakeholders
  50. 50. Principles Kanban Start with what you do now Agree on evolutionary change Core Practices Change Management Board ! 4! to do! visualization WIP/CIP-limits 3! 6! 3! preparation! involvement! feedback! done!managing flow Internal! External! Intern! Extern! explicit policies Respect current roles etc. feedback loops Encourage leadership Change Team Saturday, November 16, 13 continuous improvement Stakeholders Meetings
  51. 51. Principles Kanban Start with what you do now Agree on evolutionary change Core Practices Change Management Board ! 4! to do! visualization WIP/CIP-limits 3! 6! 3! preparation! involvement! feedback! done!managing flow Internal! External! Intern! Extern! explicit policies Respect current roles etc. feedback loops Encourage leadership continuous improvement Daily Standup Change Team Saturday, November 16, 13 Stakeholders Meetings
  52. 52. Principles Kanban Start with what you do now Agree on evolutionary change Core Practices Change Management Board ! 4! to do! visualization WIP/CIP-limits 3! 6! 3! preparation! involvement! feedback! done!managing flow Internal! External! Intern! Extern! explicit policies Respect current roles etc. feedback loops Encourage leadership continuous improvement Retrospectives Daily Standup Change Team Saturday, November 16, 13 Stakeholders Meetings
  53. 53. Principles Kanban Start with what you do now Agree on evolutionary change Core Practices Change Management Board ! 4! to do! visualization WIP/CIP-limits 3! 6! 3! preparation! involvement! feedback! done!managing flow Internal! External! Intern! Extern! explicit policies Respect current roles etc. feedback loops Encourage leadership continuous improvement Operations Review Retrospectives Daily Standup Change Team Saturday, November 16, 13 Stakeholders Meetings
  54. 54. Principles Kanban Start with what you do now Agree on evolutionary change Core Practices Change Management Board ! 4! to do! visualization WIP/CIP-limits 3! 6! 3! preparation! involvement! feedback! done!managing flow Internal! External! Intern! Extern! explicit policies Respect current roles etc. feedback loops Encourage leadership continuous improvement Operations Review Retrospectives Daily Standup Change Team Saturday, November 16, 13 Stakeholders Meetings Metrics
  55. 55. Principles Kanban Start with what you do now Agree on evolutionary change Core Practices Change Management Board ! 4! to do! visualization WIP/CIP-limits 3! 6! 3! preparation! involvement! feedback! done!managing flow Internal! External! Intern! Extern! explicit policies Respect current roles etc. feedback loops Encourage leadership continuous improvement Operations Review Retrospectives Daily Standup Change Team Saturday, November 16, 13 Stakeholders Meetings Metrics
  56. 56. Kanban  Change  Team  in  Munich Saturday, November 16, 13
  57. 57. Kanban  Change  Team  in  Munich Saturday, November 16, 13
  58. 58. Kanban  Change  Team  in  Munich Change  team Saturday, November 16, 13
  59. 59. Kanban  Change  Team  in  Munich Change  process Change  team Saturday, November 16, 13
  60. 60. Kanban  Change  Team  in  Munich Change  process Change  team Saturday, November 16, 13
  61. 61. Kanban  Change  Team  in  Munich Change  process Stakeholder  Involvement Change  team Saturday, November 16, 13
  62. 62. Change-­‐Ban  System  at  SBB Saturday, November 16, 13
  63. 63. Change-­‐Ban  System  at  SBB Saturday, November 16, 13
  64. 64. Change-­‐Ban  System  at  SBB Change  policies Saturday, November 16, 13
  65. 65. Change-­‐Ban  System  at  SBB Change  policies Weekly  management  standup Saturday, November 16, 13
  66. 66. IT-­‐Business  Improvement  Process  at  Tele2 Saturday, November 16, 13
  67. 67. IT-­‐Business  Improvement  Process  at  Tele2 Doing=6 Saturday, November 16, 13
  68. 68. IT-­‐Business  Improvement  Process  at  Tele2 Next=0 Saturday, November 16, 13 Doing=6
  69. 69. IT-­‐Business  Improvement  Process  at  Tele2 Next=0 Doing=6 Prepare Saturday, November 16, 13
  70. 70. IT-­‐Business  Improvement  Process  at  Tele2 Next=0 Doing=6 Prepare Do Saturday, November 16, 13
  71. 71. IT-­‐Business  Improvement  Process  at  Tele2 Next=0 Doing=6 Prepare Feedback Saturday, November 16, 13 Do
  72. 72. IT-­‐Business  Improvement  Process  at  Tele2 Next=0 Doing=6 Improve Feedback Saturday, November 16, 13 Prepare Do
  73. 73. IT-­‐Business  Improvement  Process  at  Tele2 Next=0 Doing=6 Improve Prepare Feedback Do Measure  lead  &  blocker  )mes Saturday, November 16, 13
  74. 74. IT-­‐Business  Improvement  Process  at  Tele2 Next=0 Doing=6 Improve Prepare Feedback Do Analyze  and  solve  blockers Measure  lead  &  blocker  )mes Saturday, November 16, 13
  75. 75. Encourage  servant   leadership  and  self-­‐ organized  team  work   at  all  levels Leadership  is  a  trait  of   the  system! Saturday, November 16, 13
  76. 76. Saturday, November 16, 13
  77. 77. Leadership*as*a*team*sport* Tradi/onal*Leadership* Line managers Team members Agile*Leadership* Leadership / communication / decisions making Intensity of colmmunication “In*team*sports*the*performance*is*directly*correlated* with*the*degree*to*which*members*help*each*other.“* * * ** * *Ed*Schein* Saturday, November 16, 13
  78. 78. Saturday, November 16, 13
  79. 79. Sponsors Soccer Club Media Team Staff Coach Management Saturday, November 16, 13 Fans Staff
  80. 80. Kanban  encourages  leadership  at  all  levels Saturday, November 16, 13
  81. 81. Kanban  encourages  leadership  at  all  levels Transparency Saturday, November 16, 13
  82. 82. Kanban  encourages  leadership  at  all  levels Transparency Intensified  collabora<on   Saturday, November 16, 13
  83. 83. Kanban  encourages  leadership  at  all  levels Transparency Intensified  collabora<on   BeTer  understanding  of  processes,  business   risks  and  service  orienta<on Saturday, November 16, 13
  84. 84. Kanban  encourages  leadership  at  all  levels Transparency Intensified  collabora<on   BeTer  understanding  of  processes,  business   risks  and  service  orienta<on Collec<ve  design  of  a  tailored  work  system Saturday, November 16, 13
  85. 85. Kanban  encourages  leadership  at  all  levels Transparency Intensified  collabora<on   BeTer  understanding  of  processes,  business   risks  and  service  orienta<on Collec<ve  design  of  a  tailored  work  system Self-­‐organized  management  of  work Saturday, November 16, 13
  86. 86. Kanban  encourages  leadership  at  all  levels Transparency Intensified  collabora<on   BeTer  understanding  of  processes,  business   risks  and  service  orienta<on Collec<ve  design  of  a  tailored  work  system Self-­‐organized  management  of  work Focus  on  systemic  improvements Saturday, November 16, 13
  87. 87. Kanban  encourages  leadership  at  all  levels Transparency Intensified  collabora<on   BeTer  understanding  of  processes,  business   risks  and  service  orienta<on Collec<ve  design  of  a  tailored  work  system Self-­‐organized  management  of  work Focus  on  systemic  improvements Strengthening  of  peer  as  well  as  cross-­‐ func<onal  networks Saturday, November 16, 13
  88. 88. Kanban  encourages  leadership  at  all  levels Transparency Intensified  collabora<on   BeTer  understanding  of  processes,  business   risks  and  service  orienta<on Collec<ve  design  of  a  tailored  work  system Self-­‐organized  management  of  work Focus  on  systemic  improvements Strengthening  of  peer  as  well  as  cross-­‐ func<onal  networks More  service-­‐orienta<on  of  senior   managers  as  leaders  &  coaches Saturday, November 16, 13
  89. 89. “The  role  of  management  shiWs  from  an  adversarial,   hierarchical  one,  to  a  complementary  one:  working   on  the  system.  If  workers  are  controlling  the  work,   they  need  managers  to  be  working  on  the  things   beyond  the  control  of  the  workers  which  affect  the   system  condi<ons:  the  way  the  work  works.”                             John  Seddon Saturday, November 16, 13
  90. 90. Thank you! www.loop-beratung.at @sigikaltenecker Saturday, November 16, 13

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