Sustainable change

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This presentation captures some of my current thoughts on how to promote sustainable change within an organization. This is extremely relevant for any organization undergoing an Agile or Lean transformation as the rate of change expected is generally high. If we realize that we may need to throttle the rate of change to ensure it is sustainable and also how we can create capacity to take on more change, then we're one step ahead of helping an organization undergo its transformation.

Please note: this material is going into a book I am preparing and is under a different license than others I have prepared.

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Sustainable change

  1. 1. How can we promote Sustainable Change?
  2. 2. Definitions Sustainable :: Able to be maintained at a certain rate or level. Synonym: Supportable Change :: The act or instance of making or becoming different. Synonyms: Alteration, Shift, Mutation “Change Capacity”
  3. 3. But first… Why should we care? > Adaptability > Innovation
  4. 4. Aspiration Starting Point ‘Aspirational’ Model courtesy of Olaf Lewitz & Michael Sahota
  5. 5. Kaizen Small changes to improve existing products and services.
  6. 6. Kaikaku Disruptive changes to create new products and services.
  7. 7. To-Do In Work Done Organizational Change Capacity WIP Limit =
  8. 8. Aspiration Starting Point Promotes Restricts
  9. 9. Status Quo New Status Quo disruption amount disruption time Learning Curve A detailed depiction of the Satir Change model - http://stevenmsmith.com/ar-satir-change-model/
  10. 10. + = limit to change > disruption amount Capacity is the WIP
  11. 11. + net effect time tolerance to time-lag defined by environment =
  12. 12. +net effect time balance limit vs lag
  13. 13. Aspiration Starting Point Promotes Restricts Promotion/Restriction based on Limits to Organizational Change by Herbert Kaufman & Discussions @ #CultureDC Cross-cutting Teams Diversity (of thoughts) Failure Tolerance Clear Vision Employee Orientation Experimentation Transparency New Employees
  14. 14. Aspiration Starting Point Promotes Restricts Low Risk Tolerance Grand Unclear Vision Hiring to Fit Insular Communication Employee Indoctrination Successes Only Promotion/Restriction based on Limits to Organizational Change by Herbert Kaufman & Discussions @ #CultureDC Cross-cutting Teams Diversity (of thoughts) Failure Tolerance Clear Vision Employee Orientation Experimentation Transparency New Employees Specialized Silos Group Think
  15. 15. How do we figure out how much change to pull? 1. Hypothesis use communications paths as a starting point; • capacity = comm paths N ppl involved • hierarchy comm paths = direct report lines • team comm paths = ∑(1+…+N-1) • can have hybrids 2. Multiplied by reinforcing loops 3. Consider like mid-size “story” (in terms of points); every org will be different & large single changes can out-strip capacity and need to be broken down
  16. 16. Initial Capacity = 5 paths/56 people involved ≈ 1 Pure Hierarchy
  17. 17. Initial Capacity = 11 paths/56 people involved ≈ 2 Team w/in Hierarchy
  18. 18. Initial Capacity = 23 paths/68 people involved ≈ 3 Cross-Cutting Team w/in Hierarchy
  19. 19. Team Size 3  5 7  155  7 “Is Five the Optimal Team Size?”, infoQ, Vikras Hazrati & Jurgen Appelo on http://noop.nl Scrum 7 +/-2 S = ƒ({P},E) where, P = personalities E = environment 5 Best for deep comm, 15 most for deep trust, 150 most for comm ≥ 1≤1 <1
  20. 20. Change Multiplier Hire for diversity Display transparency in decisions Allow experimentation Establish clear vision ≥1 Punish failure Decisions made w/littleno input Hire yes people <1
  21. 21. Paul M. Boos pmboos@yahoo.com 703-307-4322 (mobile)

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