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NAVIGATING	
  THE	
  COMPLEXITY	
  OF	
  
ORGANIZATIONAL	
  CHANGE
Declan Whelan & Jason Little
@dwhelan @jasonlittle
#agile2015
the A-team game
LEANINTUIT.COM @jasonlittle	
  @dwhelan	
  #agile2015
purpose
We are all part of the A-Team Greeting Card
company.
We are branching out into postcards.
Our target market is agile and lean geeks.
The goal of this game is to make as many postcards
as you can in 10 minutes.
There will be two rounds.
B.A.
Architect Developer
TesterProject
Manager
LEANINTUIT.COM @jasonlittle	
  @dwhelan	
  #agile2015
LEANINTUIT.COM @jasonlittle	
  @dwhelan	
  #agile2015
LEANINTUIT.COM @jasonlittle	
  @dwhelan	
  #agile2015
rules
You all have specific roles depending on your table.
Review your role for what you need to do.
Please note the pre-requisites that must be met
before you can start to work.
You score when you successfully deploy a post-card
to the customer.
LEANINTUIT.COM @jasonlittle	
  @dwhelan	
  #agile2015
round 1
p p
pp
p
project
managers
a a
aa
a
architects
d d
dd
d
developers
t t
t
t
t
testers
b b
bb
b
business
analysts
Note: only the project manager can leave the table.
LEANINTUIT.COM @jasonlittle	
  @dwhelan	
  #agile2015
round 1
Reminder: only the project manager can leave the table.
LEANINTUIT.COM @jasonlittle	
  @dwhelan	
  #agile2015
round 2
1
b t
p
a d
2
b t
a d
3
b t
a d
4
b t
a d
5
b t
a d
p p p p
Reminder: self-organize but prerequisites must be maintained
LEANINTUIT.COM @jasonlittle	
  @dwhelan	
  #agile2015
round 2
Reminder: self-organize but prerequisites must be maintained
LEANINTUIT.COM @jasonlittle	
  @dwhelan	
  #agile2015
build feature
what customers want
request
LEANINTUIT.COM @jasonlittle	
  @dwhelan	
  #agile2015
requirementsrequest
feature
analysis design
code test deploy
Handoff Handoff
Handoff Handoff
Handoff
what customers get
LEANINTUIT.COM @jasonlittle	
  @dwhelan	
  #agile2015
“We	
  cannot	
  solve	
  our	
  
problems	
  with	
  the	
  	
  
same	
  thinking	
  we	
  
used	
  when	
  we	
  
created	
  them”
LEANINTUIT.COM @jasonlittle	
  @dwhelan	
  #agile2015
Debrief
At your tables, answer the questions on the debrief sheet
LEANINTUIT.COM @jasonlittle	
  @dwhelan	
  #agile2015
organizational boundaries
Agile Pilot
Team
“Thou Shalt
Not Pass!!”
1	
  Year
Scrum,	
  XP,	
  Kanban
User	
  Stories,	
  BDD,	
  CI,	
  CD	
  
Retros,	
  multiple	
  projects
LEANINTUIT.COM @jasonlittle	
  @dwhelan	
  #agile2015
version one ‘barriers’
0
15
30
45
60
2006 2007 2008 2010 2011 2012 2013 2014
Failure to Change Culture General Resistance to Change
Lack of Skill Lack of Management Support
9 Year “Barriers to Agile” Trend from Version One “State of Agile” Survey
LEANINTUIT.COM @jasonlittle	
  @dwhelan	
  #agile2015
70%	
  of	
  all	
  changes	
  fail
LEANINTUIT.COM @jasonlittle	
  @dwhelan	
  #agile2015
30% succeed
1995 – Kotter: 30%
1998 – Turner and Crawford: 33%
2005 – Procsi: 29%
2008 – Mckinsey: 30%
2011 – Standish Group: 34%
Hammer and Champy – 1993
Beer and Nohria – 2000
Senturia – 2008
http://www.bcs.org/upload/pdf/markhughes-060910.pdf
LEANINTUIT.COM @jasonlittle	
  @dwhelan	
  #agile2015
I	
  want	
  faster,	
  
better,	
  cheaper
How	
  can	
  I	
  test	
  
in	
  an	
  Agile	
  way?
How	
  can	
  I	
  write	
  
code	
  in	
  an	
  Agile	
  
way?
How	
  can	
  I	
  
gather	
  
requirements	
  in	
  
an	
  Agile	
  way?
LEANINTUIT.COM @jasonlittle	
  @dwhelan	
  #agile2015
“Misalignment	
  happens	
  when	
  the	
  
organizational	
  structure	
  is	
  not	
  
aligned	
  with	
  the	
  espoused	
  theory	
  
of	
  the	
  organization’s	
  purpose.”
- Craig Larman, Creator of LeSS
LEANINTUIT.COM @jasonlittle	
  @dwhelan	
  #agile2015
HR Change AgileAgile
Pilot
Team
LEANINTUIT.COM @jasonlittle	
  @dwhelan	
  #agile2015
requirementsrequest
feature
analysis design
code test deploy
Handoff Handoff
Handoff Handoff
Handoff
remember this?
LEANINTUIT.COM @jasonlittle	
  @dwhelan	
  #agile2015
Communication structures are mis-aligned
with cross-functional collaboration
LEANINTUIT.COM @jasonlittle	
  @dwhelan	
  #agile2015
? ?
!
Managers get ‘removed from the loop’ and blamed
by upper management for losing control
LEANINTUIT.COM @jasonlittle	
  @dwhelan	
  #agile2015
culture	
  follows	
  structure
TRANSFORMATION!
LEANINTUIT.COM @jasonlittle	
  @dwhelan	
  #agile2015
culture	
  follows	
  structure
TRANSFORMATION!
ANDAND
LEANINTUIT.COM @jasonlittle	
  @dwhelan	
  #agile2015
what	
  transformation	
  means
Shared	
  Values	
  
(culture)
Strategy Structure Systems
Skills Style Staff
McKinsey 7S Change Model
LEANINTUIT.COM @jasonlittle	
  @dwhelan	
  #agile2015
a	
  new	
  ‘old	
  way’	
  of	
  organizing
Horizon	
  1
Horizon	
  2
Horizon	
  3
Stability
Experimentation
“Innovation”
The Alchemy of Growth
The Granularity of Growth
LEANINTUIT.COM @jasonlittle	
  @dwhelan	
  #agile2015
create	
  a	
  petri	
  dish
Horizon	
  1
Horizon	
  2
SAFe, Agile pilots,
‘Scrumify’ existing teams,
mandated ‘innovation time’ Horizon	
  3
Create a new company
inside the existing
company that WILL NOT
conform to any existing
organizational
boundaries!
LEANINTUIT.COM @jasonlittle	
  @dwhelan	
  #agile2015
500,000+ registered businesses in
the US alone
Maybe 10 examples of non-startup
companies that are organizing
differently
King
Spotify
Intuit (not us, the Quickbooks folks!)
TELUS
Buurtzorg
Zappos
LEANINTUIT.COM @jasonlittle	
  @dwhelan	
  #agile2015
3	
  tools	
  to	
  navigate	
  the	
  complexity	
  of	
  
organizational	
  change
1.change canvas
2.perspective mapping
3.blast radius
LEANINTUIT.COM @jasonlittle	
  @dwhelan	
  #agile2015
1- Change Canvas
http://leanchange.org/canvases/
LEANINTUIT.COM @jasonlittle	
  @dwhelan	
  #agile2015
EXECUTIVE
MANAGER
TEAMS/
PERSPECTIV
DAT
SUPPORTING
THE
HOLDING
BACK
THEME THEME
2 - perspective mapping
leanchange.org/perspectivemapping
LEANINTUIT.COM @jasonlittle	
  @dwhelan	
  #agile2015
3 - blast radius
leanchange.org/blastradius
CUSTOMERS
Processes Affected
PRODUCT 1
DEV
QA PROCESS
STATUS
REPORTS
PILOT
TEAM
OPS
DEPENDENT
TEAM(S)
People Affected
Directly Affected
In-Directly Affected
Observers
+ Movers
- Immovables
Moveables
+
+
-
MARKETING
-
! Hard to change
“Easier” to change
!
LEANINTUIT.COM @jasonlittle	
  @dwhelan	
  #agile2015
simple.
but	
  not	
  easy.
LEANINTUIT.COM @jasonlittle	
  @dwhelan	
  #agile2015
	
  Organizations	
  are	
  implicitly	
  
optimized	
  to	
  avoid	
  changing	
  the	
  
status	
  quo	
  middle-­‐	
  and	
  first-­‐level	
  
manager	
  and	
  “specialist”	
  positions	
  &	
  
power	
  structures.
Larman’s Law:
Your only impediment to transformation.
LEANINTUIT.COM @jasonlittle	
  @dwhelan	
  #agile2015
inspiration
LEANINTUIT.COM @jasonlittle	
  @dwhelan	
  #agile2015
references
leanchange.org
leanintuit.com
adecadeofagile.com
http://www.mindtools.com/pages/article/newSTR_91.htm
http://www.craiglarman.com/wiki/index.php?title=Larman
%27s_Laws_of_Organizational_Behavior
aDecadeOfAgile.com

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