Agile in a Bank: From Concept to Rollout by Marco TrincardiBosnia Agile
Most of the banks in Italy are trying to move to Agile. As expected, it is a long journey to introduce an Agile mindset in a organization of this size and culture, a journey with a lot of pitfalls.
How to manage the change process in practice?
What difficulties are faced during the introduction of an empirical process in a control culture?
What’s needed to move from pilot phase to roll out and let Agile be an accepted methodology to run projects and business?
In this session, I will answer those questions (and many others), sharing my two years experience in introducing Agile in one of the most important Italian Bank.
Ensuring the perfect balance between communication, structure and incentives will result in maximum motivation.
To meet this challenge here are Inconnection’s 21 tactics for effective motivation.
Innovation Games — The Seriously Fun Way to Do Work!Michael Tarnowski
Innovation Games are a set of originally market research oriented, facilitated and directed games. They are focussed, on real-time collaborative games as means of engaging customers and stakeholders to reveal what really matters to them and to get breakthrough ideas.
Use Innovation Games for such things as portfolio management, requirements management and any number of tasks that require innovative thinking, priorisation, brainstorming and cross-functional collaboration.
Agile in a Bank: From Concept to Rollout by Marco TrincardiBosnia Agile
Most of the banks in Italy are trying to move to Agile. As expected, it is a long journey to introduce an Agile mindset in a organization of this size and culture, a journey with a lot of pitfalls.
How to manage the change process in practice?
What difficulties are faced during the introduction of an empirical process in a control culture?
What’s needed to move from pilot phase to roll out and let Agile be an accepted methodology to run projects and business?
In this session, I will answer those questions (and many others), sharing my two years experience in introducing Agile in one of the most important Italian Bank.
Ensuring the perfect balance between communication, structure and incentives will result in maximum motivation.
To meet this challenge here are Inconnection’s 21 tactics for effective motivation.
Innovation Games — The Seriously Fun Way to Do Work!Michael Tarnowski
Innovation Games are a set of originally market research oriented, facilitated and directed games. They are focussed, on real-time collaborative games as means of engaging customers and stakeholders to reveal what really matters to them and to get breakthrough ideas.
Use Innovation Games for such things as portfolio management, requirements management and any number of tasks that require innovative thinking, priorisation, brainstorming and cross-functional collaboration.
An exposition of the four 'frames' or perspectives by which to evaluate and understand modern organisations. Bolman & Deal suggested that a more comprehensive understanding of modern organisations could be gained by viewing them from structural, human resources, political and symbolic (cultural) frames. The unique features of each frame are identified in this slideshow.
This material is for PGPSE / CSE students of AFTERSCHOOOL. PGPSE / CSE are free online programme - open for all - free for all - to promote entrepreneurship and social entrepreneurship PGPSE is for those who want to transform the world. It is different from MBA, BBA, CFA, CA,CS,ICWA and other traditional programmes. It is based on self certification and based on self learning and guidance by mentors. It is for those who want to be entrepreneurs and social changers. Let us work together. Our basic idea is that KNOWLEDGE IS FREE & AND SHARE IT WITH THE WORLD
During an APM Benefits SIG committee meeting, a request was made for someone to present on Benefits Management at a lunchtime working session at the Open University (an APM Corporate member) in Milton Keynes. Have previously gained and benefited from an OU degree I immediately volunteered with a view to both ‘giving something back’ and having a genuine interest in what the OU were doing to tackle this subject of which I am a keen proponent.
The popularity and success of this event is in no small part due to the energy and approach of Will Levy. Will, who has only been in post for 12 months, has during this time introduced Benefits and Portfolio management to the OU. The OU is clearly a progressive organisation with a strong desire to succeed and flourish and Will is currently working to ensure that its transformational change initiatives are fully aligned with its strategic plan. It is apparent that developing their Portfolio and Benefits Management capabilities together is enabling both disciplines to gain traction in way that by approaching them independently would have been less effective.
The event gave me an opportunity to present on my firmly held belief that effective Benefits Management is a wonderful enabler for sustainable organisational change. The BM processes themselves becoming much more effective when viewed and implemented through a Change Management Lens. There were two other speakers in the line up; Jim Yates, an OU tutor and lecturer, gave a presentation on the importance of recognising and accommodating the different perspectives of an organisation’s stakeholders. And Sean Sellers, a Business Transformation Manager, presented on the progress of an OU change programme for which he has Benefits Management responsibilities.
This was a good event which was finished off by a networking opportunity, fuelled by a great selection of sandwiches, and some more Benefits and Change conversation. Will suggested that he would be interested in seeking representation from other APM SIGs to help inform and develop his organisations Change Management capability.
Kurt Lewin’s three stage model - Organizational Change and Development - Man...manumelwin
One of the cornerstone models for understanding organizational change was developed by Kurt Lewin back in the 1940s, and still holds true today.
His model is known as Unfreeze – Change – Refreeze, refers to the three-stage process of change he describes.
Kurt Lewin, a physicist as well as social scientist, explained organizational change using the analogy of changing the shape of a block of ice.
An exposition of the four 'frames' or perspectives by which to evaluate and understand modern organisations. Bolman & Deal suggested that a more comprehensive understanding of modern organisations could be gained by viewing them from structural, human resources, political and symbolic (cultural) frames. The unique features of each frame are identified in this slideshow.
This material is for PGPSE / CSE students of AFTERSCHOOOL. PGPSE / CSE are free online programme - open for all - free for all - to promote entrepreneurship and social entrepreneurship PGPSE is for those who want to transform the world. It is different from MBA, BBA, CFA, CA,CS,ICWA and other traditional programmes. It is based on self certification and based on self learning and guidance by mentors. It is for those who want to be entrepreneurs and social changers. Let us work together. Our basic idea is that KNOWLEDGE IS FREE & AND SHARE IT WITH THE WORLD
During an APM Benefits SIG committee meeting, a request was made for someone to present on Benefits Management at a lunchtime working session at the Open University (an APM Corporate member) in Milton Keynes. Have previously gained and benefited from an OU degree I immediately volunteered with a view to both ‘giving something back’ and having a genuine interest in what the OU were doing to tackle this subject of which I am a keen proponent.
The popularity and success of this event is in no small part due to the energy and approach of Will Levy. Will, who has only been in post for 12 months, has during this time introduced Benefits and Portfolio management to the OU. The OU is clearly a progressive organisation with a strong desire to succeed and flourish and Will is currently working to ensure that its transformational change initiatives are fully aligned with its strategic plan. It is apparent that developing their Portfolio and Benefits Management capabilities together is enabling both disciplines to gain traction in way that by approaching them independently would have been less effective.
The event gave me an opportunity to present on my firmly held belief that effective Benefits Management is a wonderful enabler for sustainable organisational change. The BM processes themselves becoming much more effective when viewed and implemented through a Change Management Lens. There were two other speakers in the line up; Jim Yates, an OU tutor and lecturer, gave a presentation on the importance of recognising and accommodating the different perspectives of an organisation’s stakeholders. And Sean Sellers, a Business Transformation Manager, presented on the progress of an OU change programme for which he has Benefits Management responsibilities.
This was a good event which was finished off by a networking opportunity, fuelled by a great selection of sandwiches, and some more Benefits and Change conversation. Will suggested that he would be interested in seeking representation from other APM SIGs to help inform and develop his organisations Change Management capability.
Kurt Lewin’s three stage model - Organizational Change and Development - Man...manumelwin
One of the cornerstone models for understanding organizational change was developed by Kurt Lewin back in the 1940s, and still holds true today.
His model is known as Unfreeze – Change – Refreeze, refers to the three-stage process of change he describes.
Kurt Lewin, a physicist as well as social scientist, explained organizational change using the analogy of changing the shape of a block of ice.
Collaboration is a pre-condition for co-creation, creativity and innovation which are the sources of sustainable Competitive Advantage. If you want to maximise longterm growth invest in everything that will produce a Culture of Collaboration.
Social Media For Product Managers and Product Marketers - William TollWilliam Toll
Product Managers and Product Marketers - How to leverage Social Media and Marketing to engage with customers and prospects. Part of session at ProductCamp Boston #PCampBoston PCampBoston
Asia’s Increased Competitive Landscape - HR Implications on Talent Attraction and Retention, by Eric Pesik. Presented at the Crown Leadership International Group: Compensation and Benefits Asia Congress, March 2014, Orchard Parade Hotel, Singapore: (1) The rise of Asia and the new diversified workforce; (2) Winning Companies: What sets them apart? (3) Performance & Pay: What else is new? (4) Performance & Development: Who is a Talent? (5) From HR Programs to Reality: What makes the difference?
Challenges to Cultural Change, Velocity 2012. For more on the DICE framework, see "The Hard Side of Change Management" in HBR's 10 Must-Reads in Change Management. http://hbr.org/product/hbr-s-10-must-reads-on-change-management-with-feat/an/12599-PBK-ENG?Ntt=change%2520the%2520hard%2520way
Designers are critical to the success of tech startups. The problem is that designers aren't typically aware of this. With the help of FounderDating, ExtremeStartups and OCAD University, we tried to bring the message of tech entrepreneurship to a group of students and alumni of OCAD in Toronto. The event was titled "The Value of Designers to Tech Startups".
This slide deck was the opening act that covered the role of designers in startups and how designers can look to start their own companies. A follow-up discussion panel with three talented designers in various roles at companies in Toronto and Silicon Valley spoke about entrepreneurship and the value of design in technology.
Speakers / Organizers:
Eli Aleyner (Director of Strategic Alliances - Xtreme Labs)
Mani Fazeli (Co-founder - Betterez)
Panel:
Andy Chiang (Lead User Experience - Polar Mobile)
Alexander Mimran (Founder - Minbox, Founder - Penzu)
Dawson Whitfield (UX/UI Designer - Weebly)
Additional Guests:
Kalu Kalu (Co-founder - MyShoebox)
Matt O'Leary (Ex CEO - Shopcaster)
Lorena Scott (Founder - Mommies First)
Special Thanks:
Sunil Sharma (Managing Director - Extreme Startups)
Gabe Sawhney (OCAD University)
Asma Khanani Caporaletti (OCAD University)
Coverage of the event:
http://www.torontostandard.com/technology/the-value-of-designers-in-tech-startups
Top tips and techniques for getting started (or expanding) your flexible trai...Vanguard Visions
Learners are looking for flexible training options that allow them to learn anytime, any where and from any device. Designing and implementing flexible or blended learning programs can be challenging as they require trainers rethink their current training program.
These slides showcase some best practice examples of flexible learning design techniques which will allow you to get started (or benchmark) your existing flexible training program. You will walk away with some useful resources and some solid actions to kick start your flexible training program design process (or which will help you breath some life into your existing implementation).
Enterprise Social Networking Strategy Frameworkpanagenda
Recording: http://pan.news/BJpM30lGWlX
Abstract: Back in 2008 and then again in 2013, Gartner stated how between 70% to 80% of Social Business initiatives would fail in the short time frame of a couple of years, mostly due to a lack of purpose and clearly aligned business imperatives. That means that 7 or 8 out of 10 social business programs will eventually fail no matter how hard people may try. What if there was a different way …?
This webinar will cover panagenda’s Enterprise Social Networking Strategy Framework that Luis Suarez has been using effectively with clients and business partners around different social business adaptation techniques to help organizations become successful ‘Socially Integrated Enterprises’. Come and join us to learn what those foundations for success would be like and how you, too, could kick off your own digital transformation initiative in just 6 different steps to start seeing immediate results and real business value, i.e. transform the way we share, learn, collaborate and innovate together to get work done more effectively. Working smarter, not necessarily harder.
Getting $*it Done: Implementing Your Digital Strategy (MCN2015)Jane Alexander
Over the last few years, museums have developed strategic plans to leverage technology in support of goals such as community engagement, institutional alignment, scholarship, media production and artistic excellence. Multiple museums have created Digital Strategies (or other tools such as Road Maps or Guiding Principles) to guide these efforts. Museum technology departments have been reorganized and comprehensive back-end strategies and museum wide processes created to activate their world-class collections, connect art with people, and drive on-site and online attendance. HOWEVER, the big questions remain: How are museums implementing these strategies? What processes do they use to support and approve digital initiatives? How do they measure success? How do they keep strategies current and top-of-mind? How do they get support from management and donors? What works and more importantly what doesn’t?
This session will look at how The Cleveland Museum of Art, Minneapolis Institute of Arts, The National Gallery and Philadelphia Museum of Art are approaching digital strategy and implementation. Panelists will explore the scope and core elements of each museum’s digital strategy; staffing requirements and the interdepartmental steering team put in place to guide digital strategy; the backend systems put in place to support flexible access, both in theory and practice; and the effort required to pull everything together. As an added bonus, panelists will describe any missteps along the way and how hurdles were overcome effectively.Purpose and objectives - attendees will:Learn several different but overlapping approaches to digital strategy, with the pros and cons of each.Learn specific methods for thinking and acting strategically to deliver digital and technology initiatives.Learn practical approaches to developing a meaningful technology and digital media strategy.Learn communication skills and how to develop buy-in across the organization.Learn how to build strong and effective partnerships across an organization.Plus: plenty of opportunities for questions and answers.Format: Multi-presenter panel, with Q&A woven in throughout the session.Theme: Leadership
Integrating Social Media Into Business FunctionsDebra Askanase
Social media is not just for marketing and sales! Social media tools and platforms also offer businesses opportunities to increase ROI in the areas of human resources, training, customer service,and internal communications. This slide show offers specific examples of how companies are integrating social media into business functions. Please add your comments as well!
Similar to 20 Tips to implement and rollout Organisational Change Projects (20)
„Ich glaub, ich werd welk“. Zeitdilatation in Agilen Transformationen – Tools...Michael Tarnowski
Die Zeitdilatation ist ein relativistisches Phänomen. Alle inneren Prozesse eines physikalischen Systems laufen langsamer ab, wenn sich dieses System relativ zum Beobachter bewegt.
Doch neben dem Higgs-Boson („Gottesteilchen“) und den Gravitationswellen haben Forscher inzwischen entdeckt, dass selbst in Systemen, die sich relativ zum Beobachter überhaupt nicht bewegen, die Zeit langsamer abläuft, ja sogar stillsteht. Vor allem dann, sobald Agile-Coaches durch die Türen nicht agiler Unternehmen treten.
Lessons Learned:
Humoristischer Versuch, die Frage „Wieso ist Agile nicht Agile?“ zu beantworten. Der Referent zeigt, welche Wirkungen Culture Hacking bei einem Kunden hat, den er seit mehr als zwei Jahren bei seiner agilen Transition begleitet.
Metrics & KPIs. Tips To Setup Your Measurement Initiative Right.Michael Tarnowski
Many people start a measurement initiative by defining KPIs and metrics first. - BAD mistake!!
Identify your information needs first, THEN derive the proper metrics! And, there are many other pitfalls more...
Product Owner Challenge - Agile in the City Manchester 2017Michael Tarnowski
Product owner challenge is an agile game with Lego bricks. It supports organisations in transitioning from waterfall to agile. The game illustrates the agile mindset to a waterfall-driven product development culture: stop micro-management and communicate face-to-face clear objectives, requirements and product vision.
What is Agile & Agile Project Management?. Introduction to Plan-based vs value-driven development; Scrum framework and roles and ceremonies; self-organised team, agile values. and leadership
Challenge your product development department by a challenging contest with LEGO bricks: "Who Delivers Value First?" - Agile or Waterfall?
Product Owner Challenge is an agile game w/ Lego bricks. Its about challenging the product development to communicate clear objectives, requirements, and vision.
Slidedeck contains playing instructions, examples, and further info.
Material needed: (a) "Presentation User Stories for POChallenge", (b) "Process Cards for POChallenge" - both on my SlideShare account
It's a card game.
It addresses agile themes and topics in weird, morbid, and political incorrect question.
It was created by @UdoWiegaertner, @AnjaStiedl, @M_Tarnowski, et.al. inspired by a open space session of @JordannGross at Play4Agile16
Free download: http://bit.ly/p4a16-AgileBlackStories
Presentation at: Agile Games Night Tools4AgileTeams2016
The Prime Directive. How To Charter Your Team Best (With LEGO Serious Play)Michael Tarnowski
Team chartering is generally used at the start of a project only, and team charters tend to be quite general and abstract.
In this hands-on session of Agile Cambridge Conference 2015, we will use the 'Lego Serious Play' method to develop a team-specific team charter, which fits individual team goals and can be adapted continuously.
Elevator Pitch: LEGO® Serious Play® — Strategic Decision Making & Problem Re...Michael Tarnowski
LEGO® Serious Play® — Strategic Decision Making & Problem Resolution with Fun!
Elevator Pitch.
LEGO® Serious Play is a facilitated method for strategic decision-making and problem resolution in business environments.
You could use LSP for merger & acquisition (M&A) evaluation, SWAT analysis, strategy or vision definition, product development, organisational design/development, brand design, or developing business, department. or team goals - to name a few.
LEGO® Serious Play® — For Managers.
Solve Your Business Challenges Playfully & with Fun!
Condensed version of my LSP presentation for managers & C-level.
LEGO® Serious Play® is a structured, facilitated method. It answers questions rephrasing the business topics. The models built and their stories shared by the builders are the answers. It is a playful and still serious way to create new insights and to develop innovative ideas.
Product Owner Challenge - User Stories ready to playMichael Tarnowski
Epics, and user stories w/ acceptance critieria to integrate agile mindset into Product Owner Challenge game (POC).
POC is an agile game w/ Lego bricks. Its about challenging the product development to communicate clear objectives, requirements, and vision.
User stories for LEGO Creator Series: 6910 (Sports Car), 31000 (Pick-up truck), and 5761 (Digger, front loader)
LEGO® Serious Play®. How To Solve Your Business Challenges PlayfullyMichael Tarnowski
LEGO® Serious Play® (LSP) is a structured and facilitated workshop method for strategic decision making and problem resolution in business environments.
LSP answers questions rephrasing the business topics. The models built and their stories shared by the builders are the answers. LSP is a playful and still serious way to create new insights and to develop innovative ideas.
Drama babe! – Theatre Stage Experience for AgilistsMichael Tarnowski
I presented this workshop at “Walk the Talk – Talk the Walk” #WTTW, Annual Conference Agile Consortium NL, 10.Sept.2014. – The presentation gives you a broad toolbox of communication skills:
* How to set the narrative structure your presentation
* How to prepare your stage: onstage, offstage, and audience space
* How to use light, sound, costumes, and props properly
* How to rehearse & improve your presentation
* How to use your body language
I structured my workshop as a theatre playbook:
Prologue
Who is your Performer?Why do Agilists need Theatre Stage Experience?
Act I – Scripting the Performance
Act I, Scene 1 – Write the Playbook,
Act I, Scene 2 – Set the Stage
Act I, Scene 3 – Set the Pose
Act I, Scene 4 – Direct the Performance
Act II – Staging the Performance
Act II, Scene 1 – Build the Stage
Act II, Scene 2 – Onstage & Backstage, Entrances & Exits
Act II, Scene 3 – Set the Light
Act II, Scene 4 – Set the Sound/Music
Act II, Scene 5 – Set the Costumes & Props
Act III – Performing the Performance
Act III, Scene 1 – Rehearse
Act III, Scene 2 – Find proper Emphasis
Act III, Scene 3 – Create Meaning
Act III, Scene 4 – Create Emotions and Authenticity
The presentation provides the background for "The Drama Game”.
Integrate your customers by casting them in a Quest story with your product dev team as one of the characters.
“The Drama Game” is a story telling game to create within all stakeholders - customer & project team - a shared understanding of crucial situations ("incidents") happened in a product development project. You should play the game during your project in retrospectives or as post-mortem analysis after.
The presentation contains playing instructions and material for "The Drama Game”.
“The Drama Game” is a story telling game to create within all stakeholders - customer & project team - a shared understanding of crucial situations ("incidents") happened in a product development project. You should play the game during your project in retrospectives or as post-mortem analysis after.
The presentation contains posters illustrating "The Drama Game”.
“The Drama Game” is a story telling game to create within all stakeholders - customer & project team - a shared understanding of crucial situations ("incidents") happened in a product development project. You should play the game during your project in retrospectives or as post-mortem analysis after.
Product Owner Challenge is an agile game w/ Lego bricks. Its about challenging the product development to communicate clear objectives, requirements, and vision.
Slidedeck contains playing instructions, examples and further info.
Short introduction to Innovation Games® and examples of their application in Lean and Lean StartUps: Reduce Waste, Value Stream Mapping, and Minimum Viable Product.
Xing User Group Agile Rhein-Main: Innovation Games™Michael Tarnowski
Michael Tarnowski from Plays-In-Business.com gave a presentation of a Teaser Event on Innovation Games™ for the Xing User Group Agile Rhein-Main (https://www.xing.com/net/pria952a0x/agilerheinmain/).
What are Innovation Games and for what you can use them... Questions over questions... Here you get the answers!
This presentation, created by Syed Faiz ul Hassan, explores the profound influence of media on public perception and behavior. It delves into the evolution of media from oral traditions to modern digital and social media platforms. Key topics include the role of media in information propagation, socialization, crisis awareness, globalization, and education. The presentation also examines media influence through agenda setting, propaganda, and manipulative techniques used by advertisers and marketers. Furthermore, it highlights the impact of surveillance enabled by media technologies on personal behavior and preferences. Through this comprehensive overview, the presentation aims to shed light on how media shapes collective consciousness and public opinion.
Collapsing Narratives: Exploring Non-Linearity • a micro report by Rosie WellsRosie Wells
Insight: In a landscape where traditional narrative structures are giving way to fragmented and non-linear forms of storytelling, there lies immense potential for creativity and exploration.
'Collapsing Narratives: Exploring Non-Linearity' is a micro report from Rosie Wells.
Rosie Wells is an Arts & Cultural Strategist uniquely positioned at the intersection of grassroots and mainstream storytelling.
Their work is focused on developing meaningful and lasting connections that can drive social change.
Please download this presentation to enjoy the hyperlinks!
Mastering the Concepts Tested in the Databricks Certified Data Engineer Assoc...SkillCertProExams
• For a full set of 760+ questions. Go to
https://skillcertpro.com/product/databricks-certified-data-engineer-associate-exam-questions/
• SkillCertPro offers detailed explanations to each question which helps to understand the concepts better.
• It is recommended to score above 85% in SkillCertPro exams before attempting a real exam.
• SkillCertPro updates exam questions every 2 weeks.
• You will get life time access and life time free updates
• SkillCertPro assures 100% pass guarantee in first attempt.
Obesity causes and management and associated medical conditions
20 Tips to implement and rollout Organisational Change Projects
1. www.plays-in-business.com
20 Tips to implement and rollout
Organisational Change Projects
Michael Tarnowski
Arthur John Picton: https://www.flickr.com/photos/arthurjohnpicton/4383221264/in/faves-58564123@N05/
3. www.plays-in-business.com
Organisations aren’tr any different than People
…because people/employees are fundamental to
organisations!
Heather Gold: https://www.flickr.com/photos/subvert/4419653281/in/faves-58564123@N05/
7. www.plays-in-business.com
Problems of Organisational Change
In Organisational Change Projects
you are confronted with
• Resistance
• Fear
• Loss of Trust
• No-Commitment
• Resignation
• …
Kevin Dooley https://www.flickr.com/photos/12836528@N00/3166121241/
Here are 20 tips how to cope with this
9. www.plays-in-business.com
Assistance and Guidance
Lara Cores https://www.flickr.com/photos/57375589@N05/13056506394/
2. Offer at all levels your Assistance and Guidance
Help with Assistance and Guidance
Walk your talks! – as manager,
coach, or consultant be present
Support the frontline actively with
engagement, knowledge and
technology in all improvement
activities
Explain unmovable constraints
Remove impediments
Allocate resources needed
10. www.plays-in-business.com
Personal Vision – Shared Vision
2. Create Shared Visions by valuing Personal Visions
Elvin https://www.flickr.com/photos/25228175@N08/6105804458/
Respect and value employee's
Personal Vision
Personal Visions defines their
identity, attitudes, behaviours,
empathies, and resistances.
Create Shared Visions
Shared Visions build Collective
Identity
Match Change’s objectives with the
employee's Personal Visions
Identify resistance and blockers as
fast as possible
Use LEGO Serious Play workshops to
develop Shared Visions correlating with
employees vision and change initiative
objectives
11. www.plays-in-business.com
Trust
Nick Ford https://www.flickr.com/photos/23000678@N05/2208787413/
4. Assure employees to trust and to be trusted
An Organisation has always to fulfil
the Trust of employees
Because employees trust in them!
Involve all who have needs
Show improvement actions on all
operational levels transparently
Align and engage change with the
business
Motivate with giving confidence and
responsibilities
Allow mistakes
13. www.plays-in-business.com
Commitment
Prasanth Chandra https://www.flickr.com/photos/35092241@N03/6028269649/
6. Strive for Mutual Commitment
You get no Commitment from
management top-down-orders only
It’s a 2-side coin: if you are not
committed yourself, you get no
commitment
Build commitment on
• Trust and Transparency
• Motivation (on individual, team, and
department / management level)
• Embedding in decisions all
involved
• Showing everybody the personal
benefits and values
• Creating “Small World Networks”
spreading connections feature-
driven
14. www.plays-in-business.com
Process Engineering Group w/ Change Agents
David Wall https://www.flickr.com/photos/dwonderwall/3340589299/in/faves-58564123@N05/
Process Engineering Group –
core team driving the Change.
Vertical and horizontal representatives
of all teams/depart. involved
Supports actively on all levels
employees in finding objectives,
implementing, and rollout change
Change Agents – promoting and
multiplying the Change
Representatives of all management
levels
Some of them should be part of the PEG
Agile Coach:
Systemic supervision by an Agile mind
set
7. Establish active community to drive, support, and
promote Change at the frontline
15. www.plays-in-business.com
Active Management Attentation
Adam Cohn https://www.flickr.com/photos/adamcohn/2828556478/in/photostream/
8. Call for Active Management Attentation
At all levels
• Involve employees in detailing
the high level change objectives
• Give employees room for
feedback
• Let employees contribute in
improvements of activities,
artefacts, processes, and
procedures
17. www.plays-in-business.com
Value Stream and Business Alignment
Clint McMahon https://www.flickr.com/photos/89932500@N00/5747876912/
10. Align change activities on Value Stream and Business
Value (of the change) is pertinence
of usage the change brings to
frontline
Identify waste using Games and
Retrospectives (Innovation Games)
Assess projects and teams in terms
of
• …creating flow by eliminating
waste.
• …needs / business value /
importance
Select “pilot projects” for change
activities / artefacts according to
business needs and value stream
18. www.plays-in-business.com
Create Value
Billy Wilson https://www.flickr.com/photos/32132568@N06/4804943273/
11. Think Lean. Deliver Value: Build-Measure-Learn
Establish reliable metrics and
reporting cycles
Don’t over-enginieer
Ship directly usable artefacts
time-boxed and incrementally
Use, evaluate, and improve all
shipped artefacts immediately:
Build-Measure-Learn (Lean-Startup-
Cycle)
19. www.plays-in-business.com
Have Impact
Conan https://www.flickr.com/photos/conanil/2254568863/sizes/o/
12. Create Impact at all levels
Spread across that your grass is
greener – use the domino effect:
“Let me join your team!”
Give employees room for feedback
Let employees experience
improvements personally –
“Continuous Improvement Process”
Engage enthusiastically supportive
employees
Reward by giving responsibilities or
status – not by money
20. www.plays-in-business.com
Create Experimentation Culture
Paolo Lottini https://www.flickr.com/photos/12215612@N06/6119908332/
13. Create Experimentation Culture
Prototype / Test all improvement
ideas – even the smallest one – at
frontline
Keep test teams small (3ppl)
Test repeatedly often
Constantly remove guesswork
Be metrics driven – choose one
Make all data highly available
Allow failures – tests can fail!
Encourage employees’ engagement
21. www.plays-in-business.com
Challenge Employees
14. Challenge and Engage Employees
Get enthusiastic support and buy-in
upfront
Assign neutral facilitator(s) to
assure everyone will be heard
Use engaging collaboration formats
and facilitation (Open Space, Barcamp,
Fish-Bowl, World Café, Innovation Games,
Agile Games, LEGO Serious Play)
Create Declarations of
Understanding
Celebrate successes
Richard Parmiter https://www.flickr.com/photos/parmiter/2521273890
22. www.plays-in-business.com
Energise Employees Emotionally
Plays-In-Business: “Agile Games Evening 2012” – Photos: Tobias Cieplik
15. Find solutions in a Playful Way
Playing
• …addresses emotionally
• …energises with fun
• …motivates by heart
• …commits easily
• … connects people and goals
• … transfers goals and objectives
• … opens creativity quickly via
metaphors, pictures, symbols, story
telling
23. www.plays-in-business.com
Agile Rollout Policies
Mykl Roventine https://www.flickr.com/photos/myklroventine/7911487006/in/photostream
16. Think Agile. Establish Rollout Policies
Implement artefacts with daily
feedback loops in core team
(24hrs)
Release artefacts in directly usable
increments in 2wks sprints
Define retrospective intervals
Define success criteria (“Definition of
Done”)
26. www.plays-in-business.com
Retrospectives
Kevin Lau https://www.flickr.com/photos/87473264@N00/767491038/
19. Create Learnings regularly
Use Retrospectives (i.e. regular team
meetings after 4-6 sprints each) to:
• “Inspect & Adapt” – reflect with core
team and others involved their way of
working, and how to continuously
improve
• identify and commit actions to be done to
improve
• empower teams and improve the team
productivity
• increase product quality
• identify impediments
• collect learnings
• adapt to changing objectives and
requirements
4 Questions:
1. “How are we doing?”
2. “What's going well?”
3. “What's not going well?”
4. “What steps can we take to improve?”
27. www.plays-in-business.com
Offer Alternatives
20. Forget about pleasing everybody: Offer Alternatives
rabiem22 https://www.flickr.com/photos/rabiem/8398594857
You can’t get all on the bandwagon
Permanent motivating, explaining,
and convincing people pressures
you and slows down the
transformation
Show employees not willing to
follow Alternatives / Exit
strategies to the change:
• moving to new teams /
departments with same mind
sets
• telework opportunities
• early retirements
• cancellation agreements
• pay employees to quit (Zappos,
Amazon)