Change Leadership with Kanban

Change
Leadership
with
Kanban

@sigikaltenecker
Saturday, November 16, 13

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


How
to
achieve
a
culture
of
con8nuous
improvement


How
to
achieve
a
culture
of
con8nuous
improvement

Kanban


How
to
achieve
a
culture
of
con8nuous
improvement

Kanban


Change

How
to
achieve
a
culture
of
con8nuous
improvement

Kanban

Change

Leadership


How
to
achieve
a
culture
of
con8nuous
improvement

Kanban

Change

Kaizen
Leadership


Change
Leadership
with
Kanban


Change
Leadership
with
Kanban
Build
a
change

management

capability
for

the
21st

century


Change
Leadership
with
Kanban
Build
a
change

management

capability
for

the
21st

century


Encourage

leadership
at

all
levels

Kanban


Principles


Kanban

Principles
Start with what
you do now


Kanban

Principles
Start with what
you do now
Agree on
evolutionary
change


Kanban

Principles
Start with what
you do now
Agree on
evolutionary
change
Respect current
roles etc.


Kanban

Principles
Start with what
you do now
Agree on
evolutionary
change
Respect current
roles etc.
Encourage
leadership


Kanban

Principles
Start with what
you do now
Agree on
evolutionary
change
Respect current
roles etc.
Encourage
leadership


Kanban

Core
Practices

Principles
Start with what
you do now
Agree on
evolutionary
change
Respect current
roles etc.
Encourage
leadership


Kanban

Core
Practices
visualization

Principles
Start with what
you do now
Agree on
evolutionary
change
Respect current
roles etc.
Encourage
leadership


Kanban

Core
Practices
visualization
WIP/CIP-limits

Principles
Start with what
you do now
Agree on
evolutionary
change
Respect current
roles etc.
Encourage
leadership


Kanban

Core
Practices
visualization
WIP/CIP-limits
managing ﬂow

Principles
Start with what
you do now
Agree on
evolutionary
change
Respect current
roles etc.
Encourage
leadership


Kanban

Core
Practices
visualization
WIP/CIP-limits
managing ﬂow
explicit policies

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


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


continuous
improvement

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


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


Why
building
a
change
management
capability?


Why
building
a
change
management
capability?

http://www.mckinsey.com/insights/organization/what_successful_transformations_share_mckinsey_global_survey_results


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


What´s the problem with change management?


PaDerns
of
failure


PaDerns
of
failure

Too
many
ini)a)ves


PaDerns
of
failure
Change
project
plans

Too
many
ini)a)ves


PaDerns
of
failure
Change
project
plans

Too
many
ini)a)ves

Non-‐transparency


PaDerns
of
failure
Change
project
plans

Too
many
ini)a)ves

Culture
eats
Kanban

for
breakfast
Non-‐transparency


How
Kanban
can
help


How
Kanban
can
help

CIP
limits


How
Kanban
can
help

CIP
limits


Focus
on
change
ﬂow

How
Kanban
can
help

CIP
limits

Visualiza)on

Focus
on
change
ﬂow

How
Kanban
can
help

CIP
limits

Visualiza)on

Focus
on
change
ﬂow

Feedback
loops

Principles
Start with what
you do now
Agree on
evolutionary
change
Respect current
roles etc.

Core
Practices

Kanban

!
4!
to do!

visualization
WIP/CIP-limits

3!
6!
3!
Internal!

External!

Intern! Extern!

explicit policies
feedback loops

Encourage
leadership


continuous
improvement

Principles

Kanban

Start with what
you do now
Agree on
evolutionary
change

Core
Practices

!
4!
to do!

Respect current
roles etc.

visualization
WIP/CIP-limits

3!
6!
3!
Internal!

External!

Intern! Extern!

explicit policies
feedback loops

Encourage
leadership

Change Team


continuous
improvement

Principles

Kanban

Start with what
you do now
Agree on
evolutionary
change

Core
Practices

!
4!
to do!

visualization
WIP/CIP-limits

3!
6!
3!
Internal!

External!

Intern! Extern!

explicit policies

Respect current
roles etc.

feedback loops
Encourage
leadership

Change Team


continuous
improvement

Stakeholders

Principles

Kanban

Start with what
you do now
Agree on
evolutionary
change

Core
Practices

!
4!
to do!

visualization
WIP/CIP-limits

3!
6!
3!
Internal!

External!

Intern! Extern!

explicit policies

Respect current
roles etc.

feedback loops
Encourage
leadership

Change Team


continuous
improvement

Stakeholders

Meetings

Principles

Kanban

Start with what
you do now
Agree on
evolutionary
change

Core
Practices

!
4!
to do!

visualization
WIP/CIP-limits

3!
6!
3!
Internal!

External!

Intern! Extern!

explicit policies

Respect current
roles etc.

feedback loops
Encourage
leadership

continuous
improvement

Daily Standup
Change Team


Stakeholders

Meetings

Principles

Kanban

Start with what
you do now
Agree on
evolutionary
change

Core
Practices

!
4!
to do!

visualization
WIP/CIP-limits

3!
6!
3!
Internal!

External!

Intern! Extern!

explicit policies

Respect current
roles etc.

feedback loops
Encourage
leadership

continuous
improvement

Retrospectives
Daily Standup
Change Team


Stakeholders

Meetings

Principles

Kanban

Start with what
you do now
Agree on
evolutionary
change

Core
Practices

!
4!
to do!

visualization
WIP/CIP-limits

3!
6!
3!
Internal!

External!

Intern! Extern!

explicit policies

Respect current
roles etc.

feedback loops
Encourage
leadership

continuous
improvement
Operations Review
Retrospectives
Daily Standup

Change Team


Stakeholders

Meetings

Principles

Kanban

Start with what
you do now
Agree on
evolutionary
change

Core
Practices

!
4!
to do!

visualization
WIP/CIP-limits

3!
6!
3!
Internal!

External!

Intern! Extern!

explicit policies

Respect current
roles etc.

feedback loops
Encourage
leadership

continuous
improvement
Operations Review
Retrospectives
Daily Standup

Change Team


Stakeholders

Meetings

Metrics

Kanban
Change
Team
in
Munich


Kanban
Change
Team
in
Munich

Change
team


Kanban
Change
Team
in
Munich
Change
process

Change
team


Kanban
Change
Team
in
Munich
Change
process

Stakeholder
Involvement
Change
team


Change-‐Ban
System
at
SBB


Change-‐Ban
System
at
SBB

Change
policies


Change-‐Ban
System
at
SBB

Change
policies

Weekly
management
standup

IT-‐Business
Improvement
Process
at
Tele2


IT-‐Business
Improvement
Process
at
Tele2
Doing=6


IT-‐Business
Improvement
Process
at
Tele2
Next=0


Doing=6

IT-‐Business
Improvement
Process
at
Tele2
Next=0

Doing=6
Prepare


IT-‐Business
Improvement
Process
at
Tele2
Next=0

Doing=6
Prepare

Do


IT-‐Business
Improvement
Process
at
Tele2
Next=0

Doing=6
Prepare

Feedback


Do

IT-‐Business
Improvement
Process
at
Tele2
Next=0

Doing=6
Improve

Feedback


Prepare

Do

IT-‐Business
Improvement
Process
at
Tele2
Next=0

Doing=6
Improve

Prepare

Feedback

Do

Measure
lead
&
blocker
)mes


IT-‐Business
Improvement
Process
at
Tele2
Next=0

Doing=6
Improve

Prepare

Feedback

Do

Analyze
and
solve
blockers
Measure
lead
&
blocker
)mes


Encourage
servant

leadership
and
self-‐
organized
team
work

at
all
levels
Leadership
is
a
trait
of

the
system!


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*

Sponsors

Soccer Club

Media

Team

Staff

Coach
Management


Fans

Staff

Kanban
encourages
leadership
at
all
levels


Kanban
encourages
leadership
at
all
levels
Transparency


Kanban
encourages
leadership
at
all
levels
Transparency
Intensiﬁed
collabora<on


Kanban
encourages
leadership
at
all
levels
Transparency
Intensiﬁed
collabora<on

BeTer
understanding
of
processes,
business

risks
and
service
orienta<on


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


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


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


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


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

“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


Thank you!

www.loop-beratung.at
@sigikaltenecker

Change Leadership with Kanban

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