Much of what we know about change is based on models designed in a different era. Things are different today, and there are more modern approaches we can take for how we approach change.
Toronto Agile - Organize People Around the WorkJason Little
Presented at Toronto Agile's March 2018 webinar. How to use network density to understand how people are organized, and the impact of substantial organizational change.
Agile 2015 - Navigating Organizational ChangeJason Little
Einstein said "We cannot solve our problems with the same thinking we used when we created them" yet many organizations that want to adopt Agile end up using existing organizational structures to make it happen. That is, they create a centralized team to roll Agile out, define metrics, create a dashboard, communication and training plan and finally a Sharepoint site to push the change outwards. The outcome ends up being another failed Agile transformation story because people either resisted change or they failed to change their organizational culture.
This isn't an 'Agile' problem, it's a structure problem. The real issue is that organizational structures are designed to serve the internal purposes of the organization, not their customers or the value they create for their customers.
In this session we'll explore real organizations that are thriving by structuring in radically different ways. That includes apply the concepts of dual organizational operating systems, de-centralized networks, structuring around value streams, horizon planning and full-on organizational explosion.
Rethinking Agile Transformation - Agile Tour Montreal KeynoteJason Little
Our brains crave certainty, which is why many of our change models look great on paper. Unfortunately change doesn't happen that way. Fortunately we can do something about it by changing how we think about change.
You're in it for the long haul so stop thinking about transformation and start thinking about how to run small, time-bound experiments to get you to that utopian Agile state.
Toronto Agile - Organize People Around the WorkJason Little
Presented at Toronto Agile's March 2018 webinar. How to use network density to understand how people are organized, and the impact of substantial organizational change.
Agile 2015 - Navigating Organizational ChangeJason Little
Einstein said "We cannot solve our problems with the same thinking we used when we created them" yet many organizations that want to adopt Agile end up using existing organizational structures to make it happen. That is, they create a centralized team to roll Agile out, define metrics, create a dashboard, communication and training plan and finally a Sharepoint site to push the change outwards. The outcome ends up being another failed Agile transformation story because people either resisted change or they failed to change their organizational culture.
This isn't an 'Agile' problem, it's a structure problem. The real issue is that organizational structures are designed to serve the internal purposes of the organization, not their customers or the value they create for their customers.
In this session we'll explore real organizations that are thriving by structuring in radically different ways. That includes apply the concepts of dual organizational operating systems, de-centralized networks, structuring around value streams, horizon planning and full-on organizational explosion.
Rethinking Agile Transformation - Agile Tour Montreal KeynoteJason Little
Our brains crave certainty, which is why many of our change models look great on paper. Unfortunately change doesn't happen that way. Fortunately we can do something about it by changing how we think about change.
You're in it for the long haul so stop thinking about transformation and start thinking about how to run small, time-bound experiments to get you to that utopian Agile state.
Public Sector Transformation with Lean Change ManagementJason Little
Lean Change Management helps organizations make sense of how best to implement change by showing them how to use many innovative, feedback-driven practices
Tools for Making Sense of Complex Organizational ChangeJason Little
Organizational Change can be complex and challenging. Often the problem isn't the method being used, but not having the right set of tools to help you make sense of what is happening. These are 4 tools and visualizations you can use regardless of which change methodology you are using.
Creating Alignment for Agile Change - Agile and Beyond 2015Jason Little
It's not about the change canvas, it's about the conversations that facilitate the creation of them. This talk was about how to guide alignment with techniques from Lean Change Management accompanied by a story from April Jefferson about how she used these techniques at GM and University of Michigan
3 Techniques for Architecting Change - Agile and Beyond 2015Jason Little
We hear simple statements like "we need to adopt an agile mindset!!", "we need to create clarity around the purpose for agile!", but these simple statements are not easy to do. Here are 3 practical techniques you can do tomorrow to move towards create a shared purpose when bringing Agile in.
Agile and Change Management - CMI Canada Webinar Feb 2018Jason Little
This webinar was shaped by attendee questions, and was run in a lean coffee type of way. The lesson? As change agents, 'the change' isn't about us, it's about the people who need to live with the consequences of the change so shape the change based on what they need.
Agile and Beyond 2016 Rethinking Agile TransformationJason Little
Should you be Agile or can you just do Agile? Which Agile scaling framework should you pick? We tend to make things more complex than they need to be, but we can simplify things!
Lean Change Management - 5 Years of InsightsJason Little
What's next for Lean Change Management? Here's a preview based on completing a roadshow around the world, in person and virtually, showing patterns of what really matters to change agents.
Toronto Agile Tour - Timeless LeadershipJason Little
In 2001, Agile started as a simple set of 4 values and 12 principles designed to be a guide for delivering solutions to customers. Since then, countless frameworks, tools, certifications, and methods have emerged, with many promising to have the one right approach to make Agile work.
We need servant leadership...no wait, we need emergent leadership...no wait, we need agile management and agile leadership...no wait...
It's no wonder today's leaders and managers are confused about how to lead an agile organization. In this session, we'll explore how to look at your organization through 3 different lenses and apply 4 timeless leadership capabilities used by great leaders from organizations like IDEO, Ford, and Ikea.
Attendees will walk away with a profile that describes their individual leadership style, along with how to know how to balance each of the 4 leadership capabilities that are timeless, tried-and-true, and not rooted in agile buzzwords.
Learn how to apply Agile practices to change management and organizational development. This presentation was given at the Toronto Organizational Development Network meetup in March 2014.
Organizational Developer 101 - Agile TO MeetupJason Little
There's much the agile community can learn from the OD community and vice-versa. Here we merged 2 basic OD elements by using the Management 3.0 Meddlers game and how structure change is but one small aspect of organizational change
"Transformation" is a metaphor filled with ambiguity, vagueness and confusion. It sure sounds good, but it's not concrete enough. "Renovation" is a better metaphor for thinking about organizational change because it paints a clear picture about the expected disruption and difficulty that lies ahead.
In response to seeing a "how to pass your Scrum Master/Agile Coach Interview" we've created a way for employers to call BS on candidates who could otherwise dupe their way into a coaching role.
Architecture is a fixture in software and building construction. What can we, as change agents, learn about how to apply architecture to organizational change?
During this presentation I challenged the notion that "agile fails due to resistance or failure to change culture". Lean Change Management helps people passionate about meaningful change learn new approaches to organizational change.
Rethinking Transformation Spark the Change IndiaJason Little
We cling to linear change models because they make us feel good, but they don't work in today's world. The most popular change methods predate the internet, and whether we like it or not, organisational change follows the rules of social change.
Executing Change Management with Agile PracticesJason Little
Organizational change is unpredictable but we tend to still run these programs like we run projects. The change program is given a scope, budget and a deadline and then we're shocked when it doesn't work! If you're forced into running a change initiative within the constraints of a project, you can use Agile practices to help you manage the uncertainty.
Lean Change Management - DareFest 2014Jason Little
Is Lean Change Management a framework? method? model? process? This talk was presented at DareFest 2014 in Antwerp, Belgium. Learn how to incremental change your organization without scaring the crap out of everyone.
Public Sector Transformation with Lean Change ManagementJason Little
Lean Change Management helps organizations make sense of how best to implement change by showing them how to use many innovative, feedback-driven practices
Tools for Making Sense of Complex Organizational ChangeJason Little
Organizational Change can be complex and challenging. Often the problem isn't the method being used, but not having the right set of tools to help you make sense of what is happening. These are 4 tools and visualizations you can use regardless of which change methodology you are using.
Creating Alignment for Agile Change - Agile and Beyond 2015Jason Little
It's not about the change canvas, it's about the conversations that facilitate the creation of them. This talk was about how to guide alignment with techniques from Lean Change Management accompanied by a story from April Jefferson about how she used these techniques at GM and University of Michigan
3 Techniques for Architecting Change - Agile and Beyond 2015Jason Little
We hear simple statements like "we need to adopt an agile mindset!!", "we need to create clarity around the purpose for agile!", but these simple statements are not easy to do. Here are 3 practical techniques you can do tomorrow to move towards create a shared purpose when bringing Agile in.
Agile and Change Management - CMI Canada Webinar Feb 2018Jason Little
This webinar was shaped by attendee questions, and was run in a lean coffee type of way. The lesson? As change agents, 'the change' isn't about us, it's about the people who need to live with the consequences of the change so shape the change based on what they need.
Agile and Beyond 2016 Rethinking Agile TransformationJason Little
Should you be Agile or can you just do Agile? Which Agile scaling framework should you pick? We tend to make things more complex than they need to be, but we can simplify things!
Lean Change Management - 5 Years of InsightsJason Little
What's next for Lean Change Management? Here's a preview based on completing a roadshow around the world, in person and virtually, showing patterns of what really matters to change agents.
Toronto Agile Tour - Timeless LeadershipJason Little
In 2001, Agile started as a simple set of 4 values and 12 principles designed to be a guide for delivering solutions to customers. Since then, countless frameworks, tools, certifications, and methods have emerged, with many promising to have the one right approach to make Agile work.
We need servant leadership...no wait, we need emergent leadership...no wait, we need agile management and agile leadership...no wait...
It's no wonder today's leaders and managers are confused about how to lead an agile organization. In this session, we'll explore how to look at your organization through 3 different lenses and apply 4 timeless leadership capabilities used by great leaders from organizations like IDEO, Ford, and Ikea.
Attendees will walk away with a profile that describes their individual leadership style, along with how to know how to balance each of the 4 leadership capabilities that are timeless, tried-and-true, and not rooted in agile buzzwords.
Learn how to apply Agile practices to change management and organizational development. This presentation was given at the Toronto Organizational Development Network meetup in March 2014.
Organizational Developer 101 - Agile TO MeetupJason Little
There's much the agile community can learn from the OD community and vice-versa. Here we merged 2 basic OD elements by using the Management 3.0 Meddlers game and how structure change is but one small aspect of organizational change
"Transformation" is a metaphor filled with ambiguity, vagueness and confusion. It sure sounds good, but it's not concrete enough. "Renovation" is a better metaphor for thinking about organizational change because it paints a clear picture about the expected disruption and difficulty that lies ahead.
In response to seeing a "how to pass your Scrum Master/Agile Coach Interview" we've created a way for employers to call BS on candidates who could otherwise dupe their way into a coaching role.
Architecture is a fixture in software and building construction. What can we, as change agents, learn about how to apply architecture to organizational change?
During this presentation I challenged the notion that "agile fails due to resistance or failure to change culture". Lean Change Management helps people passionate about meaningful change learn new approaches to organizational change.
Rethinking Transformation Spark the Change IndiaJason Little
We cling to linear change models because they make us feel good, but they don't work in today's world. The most popular change methods predate the internet, and whether we like it or not, organisational change follows the rules of social change.
Executing Change Management with Agile PracticesJason Little
Organizational change is unpredictable but we tend to still run these programs like we run projects. The change program is given a scope, budget and a deadline and then we're shocked when it doesn't work! If you're forced into running a change initiative within the constraints of a project, you can use Agile practices to help you manage the uncertainty.
Lean Change Management - DareFest 2014Jason Little
Is Lean Change Management a framework? method? model? process? This talk was presented at DareFest 2014 in Antwerp, Belgium. Learn how to incremental change your organization without scaring the crap out of everyone.
Lean Change Agent - Applying Lean and Agile to Change ManagementJason Little
As a change agent, I’m sure you’ve experienced how difficult it can be to introduce change into an organization. That could mean you’re an Agile Coach or Scrum Master tasked with introducing Agile, and it can also mean you’re a Change Management Professional who is looking for more effective ways to develop and execute change programs.
This 2-day workshop, based on the book Lean Change Management, is designed to help you discover more effective practices for introducing, and managing change in your organization. You’ll learn by doing, not by reading PowerPoint slides! You’ll hear real stories about how to apply better, innovative practices to managing change.
Building Your Own Change Management FrameworkJason Little
The only "best practice" for change management is accepting the un-certainty that comes with complex change. Here are some tips for how to create your own custom change management framework by picking practices from different tools and frameworks
Continous Improvement: How To Make it HappenJason Little
Continuous Improvement. All organizations want it but how do you do it? In this presentation for the Ontario Hospitals Association I shared stories and ideas for applying Lean practices to change.
Using Storytelling in Change ManagementJason Little
Urgency for change is an outdated concept in change management. Cause and purpose for change is a more compelling way to help people align to transformational change. Learn how you can incorporate storytelling into change management by using a Storytelling Canvas.
As a society, we're in the age of transformation, yet we're applying old metaphors and running our transformations like software projects. Let's start to consider transformational change as a series of social movements.
Hurricane change 3 methods for preparing for disruptive change in businessMatthew Hawkins
Business transformation can be disruptively beautiful. It usually leaves a path of destruction on it's way to creating a better organization. The challenge is that it inflicts significant change on people. Are there ways to better prepare for it? Yes. We'll examine 3 things you can do to prepare for disruptive change in your business.
7 steps to coaching agile non software development teamsEduardo Nofuentes
This is the pack we used during our session at LAST Conference in Melbourne, Sydney, Canberra and Brisbane in 2017. We outlined the 7 steps approach we use at The Agile Eleven to coach agile non-software development teams.
Big changes in organisations are always challenging, from the inception of the idea to the later adoption and support from all employees there is a long and bumpy road that can be managed and eased with a proper Change Implementation Plan.
Change is a process, not simply an event.
Jim’s session will provide insight into understanding the role of the Human Condition in the change process and how to manage it. Jim will explore:
How to make any change stick
The importance of understanding what happens to the individuals involved in any change initiative
The need to make both a logical and the emotional case for change
Making change happen at the sharp end.The role of GPs and the primary care ...NHS Improving Quality
The contribution of GP leadership and wider primary care teams in improving local systems - resources and learning from NHS IQ's Transforming Care team. Speakers: Dr Tom Margham and Mani Dhesi.
To create a sustaining and positive change we have to create an understanding of the underlying problem, to make it urgent. Then we have to make it ready, make it happen and make it stick. That is the circle of sustainable change.
I am a big fan of Kotter’s, 8-Step Process for Leading Change. I have seen it applied, and the system works. It should be a must read for anyone who has, or will, experience some sort of (work) change.
This presentation outlines the 8-steps and key points in the process.
200229 PMDays Kharkiv 3 Secrets of Agile LeadersPeter Stevens
Agility as a movement started with software developers uncovering better ways of doing what they do. Today that movement is driving even business leaders to rethink how they lead their organizations. What does it mean to "be" agile? How can agility be applied to leading organizations? Where do successful agile leaders start? Three stories, three secrets and three tips to apply agility to your life and work. As presented at PMDay 2020 in Kharkiv
Crank Up Your Productivity And Get More Done In Less Time By Tapping Into A Critical But Often Neglected Success Factor!
Discover:
-How small changes over time can lead to success vs big drastic changes
-How to build momentum so that the things that really matter get done
-20 Steps To Achieving Anything
-The power of outcomes
-The evolution of a breakthrough
-How to eliminate constant distractions
-The power of continuity
-How looking beneath the surface can lead to breakthroughs
-How to live your perfect day every
-How to learn like a genius
-The key to truly making forward progress
-How to make knowledge truly powerful
-Discover the 5 Momentum Killers that will stop you dead in your tracks
An overview of how change works, and what can be done to accelerate transformational change in an industry. Created for the Openlab Workshop, December 1-2, 2015 in Washington, DC.
Similar to ACMP Canada - Transforming Traditional Approaches to Change (20)
Modern Change Management - 5 Universales del CambioJason Little
5 Universals of Change designed to help you be more agile in change management by focusing on what matters. PResented at Transformation LATAM 2020 (slides in EN and ES)
Modern Change Management - 5 Universals for ChangeJason Little
We’ve run over 450 workshops in 30 countries for over 5000 people and visited countless organizations of all sizes. We’ve discovered 5 Universals for Change that help you apply the right approach for change, at the right time.
Rethinking Transformation - Agile Consortium Feb 2019Jason Little
Our organizations didn't plan their way into the mess they're in so there's no way they're going to plan their way out of it. Manage change at the events and intervention points that make a difference.
Tampere Goes Agile - Experimenting Through Change KeynoteJason Little
Experiments have become fashionable. How do you know if the experiment you're running is the right one? How can you run experiments without losing sight of the big picture?
Culture Follows Structure - DSM Agile Jason Little
The Agile Community focuses too much on 'being Agile' and hitting people over the head with the Agile Mindset stick. Once teams operate under the radar and then hit the organizational boundaries, new language is needed to help provide leaders with better options for deliberately creating structures that align with an Agile way of working.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
10. @jasonlittle | leanchange.org
“All CEOs, including me, are
operating in a world where it’s
almost impossible to predict things
in the short term, and you need to
be prepared to navigate.”
http://sloanreview.mit.edu/article/conversation-with-the-ceo-pierre-nanterme-chairman-and-ceo-accenture/
Accenture CEO Pierre Nanterme
11. @jasonlittle | leanchange.org
THE HIGHEST PRIORITY IS TO
SATISFY THE CUSTOMER THROUGH
EARLY, AND CONTINUOUS DELIVERY
OF VALUABLE SOFTWARE
Agile Manifesto, 2001
12. @jasonlittle | leanchange.org
UNLESS YOUR CHANGE IS MOVING A
PRINTER, THE HIGHEST PRIORITY IS
FACILITATING MEANINGFUL CHANGE
WITH OUR “CUSTOMERS”
The Agile Change Manifesto
this doesn’t exist yet, but I guarantee someone will trademark it.
13. @jasonlittle | leanchange.org
WHO’S OUR
“CUSTOMER”?
EXECUTIVES
CHANGE SPONSORS
PEOPLE DIRECTLY
AFFECTED
PEOPLE IN-DIRECTLY
AFFECTED
NAGGING BOSS
WHO KEEPS ASKING
FOR GANTT CHARTS
14. @jasonlittle | leanchange.org
AND WHAT DO THEY CARE ABOUT?
EXECUTIVES
CHANGE SPONSORS
PEOPLE DIRECTLY
AFFECTED
PEOPLE IN-DIRECTLY
AFFECTED
NAGGING BOSS
WHO KEEPS ASKING
FOR GANTT CHARTS
POLITICS, KEEPING THEIR JOB, GETTING
THEIR BOSSES JOB WHEN SHE RETIRES
15. @jasonlittle | leanchange.org
AND WHAT DO THEY CARE ABOUT?
EXECUTIVES
CHANGE SPONSORS
PEOPLE DIRECTLY
AFFECTED
PEOPLE IN-DIRECTLY
AFFECTED
NAGGING BOSS
WHO KEEPS ASKING
FOR GANTT CHARTS
NOT LOOKING LIKE AN IDIOT IN THE
MANAGEMENT MEETINGS, KEEPING THE
ILLUSION THEY HAVE CONTROL OVER
THEIR TEAM
16. @jasonlittle | leanchange.org
AND WHAT DO THEY CARE ABOUT?
EXECUTIVES
CHANGE SPONSORS
PEOPLE DIRECTLY
AFFECTED
PEOPLE IN-DIRECTLY
AFFECTED
NAGGING BOSS
WHO KEEPS ASKING
FOR GANTT CHARTS
DOES THIS CHANGE MEAN I’LL LOSE MY
JOB? WHY DOESN’T THIS ANNOYING
CHANGE PERSON LEAVE ME ALONE!!
17. @jasonlittle | leanchange.org
AND WHAT DO THEY CARE ABOUT?
EXECUTIVES
CHANGE SPONSORS
PEOPLE DIRECTLY
AFFECTED
PEOPLE IN-DIRECTLY
AFFECTED
NAGGING BOSS
WHO KEEPS ASKING
FOR GANTT CHARTS
ARE WE ON TRACK SO I STILL GET MY
BONUS? THIS BETTER WORK, OR MY
CAREER IS OVER…
18. @jasonlittle | leanchange.org
AND WHAT DO THEY CARE ABOUT?
EXECUTIVES
CHANGE SPONSORS
PEOPLE DIRECTLY
AFFECTED
PEOPLE IN-DIRECTLY
AFFECTED
NAGGING BOSS
WHO KEEPS ASKING
FOR GANTT CHARTS
UG. ONE MORE ANNOYING THING TO DEAL
WITH.
33. @jasonlittle | leanchange.org
individuals and interactions over processes and tools
working software over comprehensive documentation
customer collaboration over contract negotiation
responding to change over following a plan
if you applied these values to how you approach change today,
what would be different?
5 minutes at your tables
34. Pull over Push
Touch over Technology
Organic over Scripted
Growth over Perfection
CREATING A CHANGE MANAGEMENT MANIFESTO ROOTED IN AGILE VALUES AND PRINCIPLES
44. SHU (BEGINNER)
VISUALIZE WORK, DO STANDUPS, WORK
IN WEEKLY SPRINTS, DO RETROSPECTIVES
Follow the process, don’t question it until you know you should
45. @jasonlittle | leanchange.org
REQUIREMENTS BUILD TEST DEPLOY
6 month project
TRADITIONAL
FUNCTIONAL
TEAM
FUNCTIONAL
TEAM
FUNCTIONAL
TEAM
FUNCTIONAL
TEAM
HANDOFF HANDOFF HANDOFF
CUSTOMER
FEEDBACK
REQUIREMENTS
BUILD
TEST
DEPLOY
REQUIREMENTS
BUILD
TEST
DEPLOY
REQUIREMENTS
BUILD
TEST
DEPLOY
REQUIREMENTS
BUILD
TEST
DEPLOY
2 weeks 4 weeks 6 weeks 8 weeks
AGILE
CROSS-FUNCTIONALTEAM
CUSTOMER
FEEDBACK
CUSTOMER
FEEDBACK
CUSTOMER
FEEDBACK
CUSTOMER
FEEDBACK
47. HA (ADVANCED)
CULTURE HACKING, LIMIT NUMBER OF IN-PROGRESS
CHANGES, USE EXPERIMENTS INSTEAD OF
EXECUTING CHANGE ACTIVITIES, “BREAK THE RULES”
Realize you can change the rules to suit your context
54. @jasonlittle | leanchange.org
IS THIS MAKING ANY SENSE?
Homework:
Write down a number from 1 to 5
1 = you felt a bit lost during this session
5 = you should have delivered this session
55. @jasonlittle | leanchange.org
IF YOU ANSWERED 1
SORRY! BUT THERE IS HOPE!
▸ go to meetup.com and join a local Agile meet up.
#AgileTo
▸ find local companies that are adopting Agile and go talk to
them (but not enterprise companies, they are horrible at
Agile. Sorry, they are. Really.)
▸ Read The Art of Agile Development by James Shore
56. @jasonlittle | leanchange.org
IF YOU ANSWERED 2
GOOD, EXPERIMENTING IS THE BEST WAY TO LEARN!
▸ go sit with whoever it is you’re “trying to change”, and not with your department
▸ make a personal kanban board showing all the things you’re working on, make
it public
▸ start daily standup meetings for 15 minutes every day on every change initiative
you’re working with
▸ stop making powerpoint
▸ really, stop making powerpoint
▸ have bi-weekly retrospectives with your team, and the people you’re ‘trying to
change’ about how the overall change is progressing. Use that data to change
your change plan
57. @jasonlittle | leanchange.org
IF YOU ANSWERED 3
PERSONAL ACCOUNTABILITY!
▸ write down an experiment you want to try
▸ write your email address on the paper, and the date you would like to be
contacted
▸ give it to someone you don’t know (or email your experiment to me at
jason@leanintuit.com )
▸ phrase it like this: Objective - I want to <do this> because I think this
<outcome will emerge>. My key results would be <your own self-
measurements>
▸ Example: I want to know if our change management practice is effective so
I’m going to talk to 10 people directly impacted by the change and bring their
feedback back to our change team by Aug 1.
58. @jasonlittle | leanchange.org
IF YOU ANSWERED 4
WAKE UP!
▸ not as is, “wake up, you don’t get it”, it’s “wake up” meaning
you were probably bored throughout this whole thing!
▸ Seriously though, start following people like Jen Frahm,
Heather Stagl, Jurgen Appelo, Esther Derby, Don Gray,
Niels Pflaeging, Paul Gibbons, Craig Larman, Luc Galoppin,
Diana Larsen. They are people who live in the Agile,
Change/OD, and management spaces who are building
bridges between these communities. (and there are
probably lots more)
59. @jasonlittle | leanchange.org
IF YOU ANSWERED 5
YEEEER UP!
▸ Alright smarty pants, correct me!
▸ Seriously though, go to Agile events and connect with
Agile Coaches who desire more help with OD and
Change.