Change
Leadership
with
Kanban

@sigikaltenecker
Tuesday, November 5, 13
Dr.	
  Siegfried	
  Kaltenecker
@sigikaltenecker
Managing	
  Director	
  of	
  Loop	
  GmbH,	
  based	
  in	
  
Vienna	
  ...
Change	
  Leadership	
  with	
  Kanban

Tuesday, November 5, 13
Change	
  Leadership	
  with	
  Kanban
Build	
  a	
  change	
  
management	
  
capability	
  for	
  
the	
  21st	
  
centu...
Change	
  Leadership	
  with	
  Kanban
Build	
  a	
  change	
  
management	
  
capability	
  for	
  
the	
  21st	
  
centu...
Why	
  building	
  a	
  change	
  management	
  capability?

Tuesday, November 5, 13
Why	
  building	
  a	
  change	
  management	
  capability?

Tuesday, November 5, 13
Why	
  building	
  a	
  change	
  management	
  capability?

http://www.mckinsey.com/insights/organization/what_successful...
Why	
  building	
  a	
  change	
  management	
  capability?

http://www.mckinsey.com/insights/organization/what_successful...
Change Management in the 20th century

Tuesday, November 5, 13
Change Management in the 20th century

Tuesday, November 5, 13
Change Management in the 20th century

Busy with blind spots
Tuesday, November 5, 13
Pa?erns	
  of	
  failure

Tuesday, November 5, 13
Pa?erns	
  of	
  failure

Too	
  many	
  iniBaBves

Tuesday, November 5, 13
Pa?erns	
  of	
  failure
Change	
  project	
  plans

Too	
  many	
  iniBaBves

Tuesday, November 5, 13
Pa?erns	
  of	
  failure
Change	
  project	
  plans

Too	
  many	
  iniBaBves

Non-­‐transparency

Tuesday, November 5, 13
Pa?erns	
  of	
  failure
Change	
  project	
  plans

Too	
  many	
  iniBaBves

Culture	
  eats	
  Kanban	
  
for	
  breakf...
How	
  Kanban	
  can	
  help

Tuesday, November 5, 13
How	
  Kanban	
  can	
  help

CIP	
  limits

Tuesday, November 5, 13
How	
  Kanban	
  can	
  help

CIP	
  limits

Tuesday, November 5, 13

Focus	
  on	
  change	
  flow
How	
  Kanban	
  can	
  help

CIP	
  limits

VisualizaBon
Tuesday, November 5, 13

Focus	
  on	
  change	
  flow
How	
  Kanban	
  can	
  help

CIP	
  limits

VisualizaBon
Tuesday, November 5, 13

Focus	
  on	
  change	
  flow

Feedback	...
Kanban	
  Change	
  System
3!
6!
3!
4!
To do! Preparation! Involvement! Feedback! Done!
Internal!

Tuesday, November 5, 13...
Kanban	
  Change	
  System
3!
6!
3!
4!
To do! Preparation! Involvement! Feedback! Done!
Internal!

External!

Change	
  te...
Kanban	
  Change	
  System
3!
6!
3!
4!
To do! Preparation! Involvement! Feedback! Done!
Internal!

External!

Change	
  te...
Kanban	
  Change	
  System
3!
6!
3!
4!
To do! Preparation! Involvement! Feedback! Done!
Internal!

External!

Change	
  te...
Kanban	
  Change	
  System
3!
6!
3!
4!
To do! Preparation! Involvement! Feedback! Done!
Internal!

External!

Internal! xt...
Kanban	
  Change	
  Team	
  in	
  Munich

Tuesday, November 5, 13
Kanban	
  Change	
  Team	
  in	
  Munich

Tuesday, November 5, 13
Kanban	
  Change	
  Team	
  in	
  Munich

Change	
  team

Tuesday, November 5, 13
Kanban	
  Change	
  Team	
  in	
  Munich
Change	
  process

Change	
  team

Tuesday, November 5, 13
Kanban	
  Change	
  Team	
  in	
  Munich
Change	
  process

Change	
  team

Tuesday, November 5, 13
Kanban	
  Change	
  Team	
  in	
  Munich
Change	
  process

Stakeholder	
  Involvement
Change	
  team

Tuesday, November 5...
Change-­‐Ban	
  System	
  at	
  SBB

Tuesday, November 5, 13
Change-­‐Ban	
  System	
  at	
  SBB

Tuesday, November 5, 13
Change-­‐Ban	
  System	
  at	
  SBB

Change	
  policies

Tuesday, November 5, 13
Change-­‐Ban	
  System	
  at	
  SBB

Change	
  policies

Weekly	
  management	
  standup
Tuesday, November 5, 13
IT-­‐Business	
  Improvement	
  Process	
  at	
  Tele2

Tuesday, November 5, 13
IT-­‐Business	
  Improvement	
  Process	
  at	
  Tele2
Doing=6

Tuesday, November 5, 13
IT-­‐Business	
  Improvement	
  Process	
  at	
  Tele2
Next=0

Tuesday, November 5, 13

Doing=6
IT-­‐Business	
  Improvement	
  Process	
  at	
  Tele2
Next=0

Doing=6
Prepare

Tuesday, November 5, 13
IT-­‐Business	
  Improvement	
  Process	
  at	
  Tele2
Next=0

Doing=6
Prepare

Do

Tuesday, November 5, 13
IT-­‐Business	
  Improvement	
  Process	
  at	
  Tele2
Next=0

Doing=6
Prepare

Feedback

Tuesday, November 5, 13

Do
IT-­‐Business	
  Improvement	
  Process	
  at	
  Tele2
Next=0

Doing=6
Improve

Feedback

Tuesday, November 5, 13

Prepare...
IT-­‐Business	
  Improvement	
  Process	
  at	
  Tele2
Next=0

Doing=6
Improve

Prepare

Feedback

Do

Measure	
  lead	
  ...
IT-­‐Business	
  Improvement	
  Process	
  at	
  Tele2
Next=0

Doing=6
Improve

Prepare

Feedback

Do

Analyze	
  and	
  s...
Tuesday, November 5, 13
Encourage	
  servant	
  
leadership	
  and	
  self-­‐
organized	
  team	
  work	
  
at	
  all	
  levels

Tuesday, November...
Tuesday, November 5, 13
Leadership*as*a*team*sport*
Tradi/onal*Leadership*

Line managers
Team members

Agile*Leadership*

Leadership /
communicat...
Tuesday, November 5, 13
Sponsors

Soccer Club

Media

Team

Staff

Coach
Management

Tuesday, November 5, 13

Fans

Staff
Tuesday, November 5, 13
Kanban	
  challenges	
  tradiBonal	
  mgmt:
+	
  Transparency
+	
  Intensified	
  collabora<on	
  
+	
  BeTer	
  understand...
“The	
  role	
  of	
  management	
  shi1s	
  from	
  an	
  adversarial,	
  
hierarchical	
  one,	
  to	
  a	
  complementa...
Thank you!

www.loop-beratung.at
@sigikaltenecker
Tuesday, November 5, 13
Thank you!
hTp://update.hanser-­‐
fachbuch.de/2013/10/change-­‐
management-­‐mit-­‐kanban/
http://p-a-m.org/2013/05/
chang...
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CHANGE LEADERSHIP WITH KANBAN (SIGI KALTENECKER) - LKCE13

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It seems to be common sense that we need more than Kanban mechanics in order to create a sustainable culture of continuous improvement. State-of-the-art change and leadership practices are inevitable if we want to realize the full potential of Kaizen. But what about the general question of how to lead change within a specific organizational environment? How do we align evolutionary change with other approaches such as Six Sigma, CMMI or Scrum? How do we coordinate our various change initiatives on the strategic level to make sure that they complement rather than undermine each other? Building on my ideas presented at the LKNA13 and posted on our Platform for Agile Management (http://p-a-m.org/2013/05/change-management-with-kanban/) I would like to show how to answer these questions by making change as visible as possible, limiting change in progress to foster flow, aligning different initiatives on the strategic level, creating a powerful change coalition building on fast feedback loops, leading change with a consistent focus on stakeholder value. Referring to my experience with some Swiss, German and Austrian companies I will explore how these practices work and how they help to improve change leadership at all levels.

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CHANGE LEADERSHIP WITH KANBAN (SIGI KALTENECKER) - LKCE13

  1. 1. Change Leadership with Kanban @sigikaltenecker Tuesday, November 5, 13
  2. 2. Dr.  Siegfried  Kaltenecker @sigikaltenecker Managing  Director  of  Loop  GmbH,  based  in   Vienna   Organisa<onal  Development  Consultant,   SYC,  CSM,  KCP Leading SelfOrganis ing Teams Master C lass for L ean/Agile Leaders & Profess ionals Siegfried Kaltene cker & P Johannes burg & Ca pe Town ScrumS ense Leaders in facilit ating las ting Agile change Tuesday, November 5, 13 eter Hun dermark , Novemb er 2012 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
  3. 3. Change  Leadership  with  Kanban Tuesday, November 5, 13
  4. 4. Change  Leadership  with  Kanban Build  a  change   management   capability  for   the  21st   century Tuesday, November 5, 13
  5. 5. Change  Leadership  with  Kanban Build  a  change   management   capability  for   the  21st   century Tuesday, November 5, 13 Challenge   tradi<onal   command   and  control   management
  6. 6. Why  building  a  change  management  capability? Tuesday, November 5, 13
  7. 7. Why  building  a  change  management  capability? Tuesday, November 5, 13
  8. 8. Why  building  a  change  management  capability? http://www.mckinsey.com/insights/organization/what_successful_transformations_share_mckinsey_global_survey_results Tuesday, November 5, 13
  9. 9. 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 Tuesday, November 5, 13
  10. 10. Change Management in the 20th century Tuesday, November 5, 13
  11. 11. Change Management in the 20th century Tuesday, November 5, 13
  12. 12. Change Management in the 20th century Busy with blind spots Tuesday, November 5, 13
  13. 13. Pa?erns  of  failure Tuesday, November 5, 13
  14. 14. Pa?erns  of  failure Too  many  iniBaBves Tuesday, November 5, 13
  15. 15. Pa?erns  of  failure Change  project  plans Too  many  iniBaBves Tuesday, November 5, 13
  16. 16. Pa?erns  of  failure Change  project  plans Too  many  iniBaBves Non-­‐transparency Tuesday, November 5, 13
  17. 17. Pa?erns  of  failure Change  project  plans Too  many  iniBaBves Culture  eats  Kanban   for  breakfast Non-­‐transparency Tuesday, November 5, 13
  18. 18. How  Kanban  can  help Tuesday, November 5, 13
  19. 19. How  Kanban  can  help CIP  limits Tuesday, November 5, 13
  20. 20. How  Kanban  can  help CIP  limits Tuesday, November 5, 13 Focus  on  change  flow
  21. 21. How  Kanban  can  help CIP  limits VisualizaBon Tuesday, November 5, 13 Focus  on  change  flow
  22. 22. How  Kanban  can  help CIP  limits VisualizaBon Tuesday, November 5, 13 Focus  on  change  flow Feedback  loops
  23. 23. Kanban  Change  System 3! 6! 3! 4! To do! Preparation! Involvement! Feedback! Done! Internal! Tuesday, November 5, 13 External! Internal! xternal! E
  24. 24. Kanban  Change  System 3! 6! 3! 4! To do! Preparation! Involvement! Feedback! Done! Internal! External! Change  team Tuesday, November 5, 13 Internal! xternal! E
  25. 25. Kanban  Change  System 3! 6! 3! 4! To do! Preparation! Involvement! Feedback! Done! Internal! External! Change  team Metrics  and  meeBngs Tuesday, November 5, 13 Internal! xternal! E
  26. 26. Kanban  Change  System 3! 6! 3! 4! To do! Preparation! Involvement! Feedback! Done! Internal! External! Change  team Policies Metrics  and  meeBngs Tuesday, November 5, 13 Internal! xternal! E
  27. 27. Kanban  Change  System 3! 6! 3! 4! To do! Preparation! Involvement! Feedback! Done! Internal! External! Internal! xternal! E Change  team Policies Metrics  and  meeBngs ConBnuous  improvement Tuesday, November 5, 13
  28. 28. Kanban  Change  Team  in  Munich Tuesday, November 5, 13
  29. 29. Kanban  Change  Team  in  Munich Tuesday, November 5, 13
  30. 30. Kanban  Change  Team  in  Munich Change  team Tuesday, November 5, 13
  31. 31. Kanban  Change  Team  in  Munich Change  process Change  team Tuesday, November 5, 13
  32. 32. Kanban  Change  Team  in  Munich Change  process Change  team Tuesday, November 5, 13
  33. 33. Kanban  Change  Team  in  Munich Change  process Stakeholder  Involvement Change  team Tuesday, November 5, 13
  34. 34. Change-­‐Ban  System  at  SBB Tuesday, November 5, 13
  35. 35. Change-­‐Ban  System  at  SBB Tuesday, November 5, 13
  36. 36. Change-­‐Ban  System  at  SBB Change  policies Tuesday, November 5, 13
  37. 37. Change-­‐Ban  System  at  SBB Change  policies Weekly  management  standup Tuesday, November 5, 13
  38. 38. IT-­‐Business  Improvement  Process  at  Tele2 Tuesday, November 5, 13
  39. 39. IT-­‐Business  Improvement  Process  at  Tele2 Doing=6 Tuesday, November 5, 13
  40. 40. IT-­‐Business  Improvement  Process  at  Tele2 Next=0 Tuesday, November 5, 13 Doing=6
  41. 41. IT-­‐Business  Improvement  Process  at  Tele2 Next=0 Doing=6 Prepare Tuesday, November 5, 13
  42. 42. IT-­‐Business  Improvement  Process  at  Tele2 Next=0 Doing=6 Prepare Do Tuesday, November 5, 13
  43. 43. IT-­‐Business  Improvement  Process  at  Tele2 Next=0 Doing=6 Prepare Feedback Tuesday, November 5, 13 Do
  44. 44. IT-­‐Business  Improvement  Process  at  Tele2 Next=0 Doing=6 Improve Feedback Tuesday, November 5, 13 Prepare Do
  45. 45. IT-­‐Business  Improvement  Process  at  Tele2 Next=0 Doing=6 Improve Prepare Feedback Do Measure  lead  &  blocker  Bmes Tuesday, November 5, 13
  46. 46. IT-­‐Business  Improvement  Process  at  Tele2 Next=0 Doing=6 Improve Prepare Feedback Do Analyze  and  solve  blockers Measure  lead  &  blocker  Bmes Tuesday, November 5, 13
  47. 47. Tuesday, November 5, 13
  48. 48. Encourage  servant   leadership  and  self-­‐ organized  team  work   at  all  levels Tuesday, November 5, 13
  49. 49. Tuesday, November 5, 13
  50. 50. 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* Tuesday, November 5, 13
  51. 51. Tuesday, November 5, 13
  52. 52. Sponsors Soccer Club Media Team Staff Coach Management Tuesday, November 5, 13 Fans Staff
  53. 53. Tuesday, November 5, 13
  54. 54. Kanban  challenges  tradiBonal  mgmt: +  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  managers   as  leaders  &  coaches Tuesday, November 5, 13
  55. 55. “The  role  of  management  shi1s  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 Tuesday, November 5, 13
  56. 56. Thank you! www.loop-beratung.at @sigikaltenecker Tuesday, November 5, 13
  57. 57. Thank you! hTp://update.hanser-­‐ fachbuch.de/2013/10/change-­‐ management-­‐mit-­‐kanban/ http://p-a-m.org/2013/05/ change-management-with-kanban/ www.loop-beratung.at @sigikaltenecker Tuesday, November 5, 13

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