SlideShare a Scribd company logo
Agile Change Management
Jason Little - jason@leanintuit.com

@jasonlittle

www.agilecoach.ca
Get to Know Each Other!
@JASONLITTLE
Arrange yourselves in groups of no more than 5
people
Fill out the information sheets
Introduce yourself to the group
5 minutes
Determine Your Team Score
@JASONLITTLE
Designate a score keeper for your table
For each unique answer on your information sheets,
give your team 1 point
Example: If there are 4 people at your table with
different names, give your team 4 points
3 minutes
Go Forth and Self-Organize!
@JASONLITTLE
Goal: Maximize your diversity score across the whole room.
4 minutes
Round 2!
@JASONLITTLE
Goal: Try and increase the overall score!
4 minutes
About Me
@JASONLITTLE
www.leanchange.org
www.agiletransformation.ca
developer
project manager
manager
consultant
Finnish sauna surviver
change artist
writer, speaker
2001
4 VALUES
12 PRINCIPLES
In the Beginning…
@JASONLITTLE
Individuals and Interactions over Processes and Tools!
Working Software over Comprehensive Documentation!
Customer Collaboration over Contract Negotiation!
Responding to Change over Following a Plan
The Agile Manifesto
@JASONLITTLE
While we recognize there is value in the statements on the
right, we value the statements on the left more.
AGILE
“Methodologies” were born…
@JASONLITTLE
LEANKANBAN
SCRUM BDD
CRYSTAL
SAFE
DAD
…with certifications
@JASONLITTLE
I knight thee…
Certified Scrum Master!
What have you heard about Agile?
@JASONLITTLE
So, What is Agile?
@JASONLITTLE
Month 1 Month 2 Month 3
AgileTraditional
Customer Feedback Customer Feedback
Customer Feedback
Hoooold it!
@JASONLITTLE
Software development != Construction
!
Change Management != Construction
http://stateofagile.versionone.com/scale-agile-implementation/
Why companies go Agile
@JASONLITTLE
1. Accelerate time to market
2. Manage changing priorities
3. Better alignment between IT and Business
AGILE
YOUR
ORGANIZATION
Agile isn’t about “Agile”, it’s about change
@JASONLITTLE
http://stateofagile.versionone.com/scale-agile-implementation/
But after 13 years we have some problems…
@JASONLITTLE
…looks like change management does too
@JASONLITTLE
70%http://www.onirik.com.au/industry/cracking-the-code-of-change/
lack of ‘structured process’
@JASONLITTLE
http://www.onirik.com.au/industry/cracking-the-code-of-change/
Unpredictable nature of people
@JASONLITTLE
http://www.onirik.com.au/industry/cracking-the-code-of-change/
The Solution?
@JASONLITTLE
The Standard
um, no.
@JASONLITTLE
How can Agile help?
@JASONLITTLE
1. Visibility
2. Feedback-driven planning
3. Co-creation of change
4. Acceptance of complexity and un-certainty
Visibility
@JASONLITTLE
“If you’re doing change management in
your office, with the door closed, you’re
doing it wrong” - Heather Stagl, Enclaria
HOW CAN WE IMPROVE THIS VISUALIZATION?
Visibility
@JASONLITTLE
STRATEGIC TRANSFORMATION CANVAS
Visibility
@JASONLITTLE
WORK THE CHANGE TEAM IS DOING
Visibility
@JASONLITTLE
TEAM HEALTH INDICATORS
Visibility
@JASONLITTLE
IMPEDIMENTS & ESCALATION PATH
Visibility
@JASONLITTLE
Visibility in HR and Change Management
@JASONLITTLE
Feedback-driven planning - Daily Standups
@JASONLITTLE
http://itopskanban.files.wordpress.com/2011/09/img_1115.jpg
Feedback-driven planning - Retrospectives
@JASONLITTLE
Don’t forget the remote folks!
@JASONLITTLE
Feedback-driven planning - Lean Coffee
@JASONLITTLE
@JASONLITTLE
Feedback-driven planning - System Feedback
@JASONLITTLE
Feedback-driven planning - System Feedback
Co-creation of change
@JASONLITTLE
WHAT’S HOLDING
BACK THE CHANGE? HOW CAN WE
CONTRIBUTE?
WHAT SUPPORTDO WE NEED?
Acceptance of Complexity & Uncertainty
@JASONLITTLE
organizational
change lives
here…
and here…
and
sometimes
here…
but never
here
Applying Agile practices to change
@JASONLITTLE
Visibility:
- make your plans transparent
- use daily stand ups from Scrum to manage work
Feedback-driven planning:
- listen to the system and derive tactical plans from feedback
- use Agile retrospectives to collect insights
Co-Create Change:!
- involve the people affected by the change in the design of the chan
- Reduce the Cognitive Gap by spending less time on planning in
isolation
Embrace Un-certainty:!
- lighter-weight planning tools still generate plans!
- Law of Requisite Variety
How’s it going so far?
@JASONLITTLE
What have you liked? What have you not liked?
What questions do you hope to have answered?
5 minutes
A new model - Lean Change Management
@JASONLITTLE
Behaviour &
Neuroscience
Agile Community
Change Management &
Org Dev
ComplexityThinking
Lean Startup
Insights - Understand your system
@JASONLITTLE
ADKAR Assessment
Cultural Assessments (OCAI, Schneider)
Agile Retrospectives
Lean Coffee
Culture Hacking
SCARF - understand resistance
Satir/MBTI - understand responses to change
Pick the Options most likely to work
@JASONLITTLE
Agile: Big visible planning tools
SCARF: which Options minimize a threat response?
Kotter: create urgency through Lean Coffee
ADKAR: create awareness via big visible charts
McKinsey 7S: understand complex adaptive systems
Experiment and Validate
@JASONLITTLE
Lean Startup: measure experiments, not
vanity metrics
Agile: involve people affected by the change
in the design
Agile: use Kanban for managing and
visualizing the change plan
Kotter: tag Experiments as “quick win” or
“long term”
BJ Fogg - spark motivation or make change
easier
#AAB14
STRATEGY
ALIGNMENT
EXECUTION
DEVELOP A FEEDBACK-DRIVEN APPROACH TO CHANGE
The How-to Guide
@JASONLITTLE
FRAGMENTATION WWW.THEPRIMES.COM
“RESISTANCE!
TO!CHANGE”
LACK OF
MANAGEMENT
SUPPORT
NO URGENCY!
TO!
CHANGE
LACK OF CLEAR!VISION
Why transformational change is so hard
@JASONLITTLE
NO CHANGE!
MANAGEMENT
WITH CHANGE!
MANAGEMENT
WWW.THEPRIMES.COMCOHESION
Fumbling around in the dark
@JASONLITTLE
1
WHAT IS THE VISION FOR THE CHANGE?
HOW WILL WE HELP PEOPLE TRANSITION?
HOW WILL WE MEASURE success?
WHY IS THIS CHANGE IMPORTANT TO THE
ORGANIZATION??
WHICH PEOPLE AND DEPARTMENTS ARE AFFECTED BY THIS CHANGE?
HOW WILL WE DEMONSTRATE PROGRESS?
WHAT’S OUR
PLAN?
PREPARE INTRODUCENEXT1 MONTH
AWAY
REVIEW
TRANSFORMATION
CANVAS
Making strategy visible
@JASONLITTLE
2
Validate with
people affected
by the change
WHAT IS SUPPORTING THIS CHANGE?
WHAT IS HOLDING THIS CHANGE BACK?
HOW CAN YOU CONTRIBUTE TO THIS VISION?
WHAT SUPPORT DO YOU NEED TO CONTRIBUTE?
Feedback-driven planning
@JASONLITTLE
2
USE FEEDBACK TO !
ADJUST THE
TRANSFORMATION!
CANVAS
Validate with
people affected
by the change
WHAT IS SUPPORTING THIS CHANGE?
WHAT IS HOLDING THIS CHANGE BACK?
HOW CAN YOU CONTRIBUTE TO THIS VISION?
WHAT SUPPORT DO YOU NEED TO CONTRIBUTE?
Feedback-driven planning
@JASONLITTLE
3
value
cost
HIGH COST,!
HIGH VALUE
CHANGE AFFECTS
MULTIPLE
DEPARTMENTS
- IE: CHANGE FUNDING
MODEL
LOW COST,!
HIGH VALUE
CHANGE AFFECTS 1 TEAM
OR DEPARTMENT
- IE: PILOT PROGRAM
Co-creating change
@JASONLITTLE
3
WHAT’S OUR
PLAN?
PREPARE INTRODUCENEXT
1 MONTH AWAY
REVIEW
COMMUNICATION WORK
TRAINING WORK
COACHING WORK
Satisfy our need for certainty
@JASONLITTLE
2 VALIDATE WITH!
PEOPLE
AFFECTED!
BY CHANGE
MULTI-TIERED RETROSPECTIVES
LEAN COFFEE
FIND EARLY ADOPTERS
CREATE !
CANVAS1
CREATE
TACTICAL!
PLAN DELEGATION BOARD
EXECUTE WITH SCRUM?
KANBANIZE?
3
MAKE A BIG!
VISIBLE ROOM
MEET AT THE WALL
NO STATUS REPORTS!
4
EXPERIMENT!
WITH CHANGES
IMPROVEMENT CANVASES
DELIBERATE SLACK
5
REVISE !
CANVAS
6
The Big Picture
@JASONLITTLE
WHAT cHANGE ARE WE MAKING?
WHY IS THIS CHANGE IMPORTANT TO THE ORGANIZATION?
HOW WILL WE MEASURE SUCCESS?
We are adopting agile and lean methods to build a product
development organization that delivers valuable solutions
to the market in 6 months or less.
- Motivate staff by removing constraints from existing processes!
- To prevent business from sourcing vendors because it is too slow !
- Our business partners feel we’re too slow and too expensive
- Reduce median project delivery time from 11 months to 6 months!
- Employee engagement scores
An Example
@JASONLITTLE
HOW WILL WE SHOW PROGRESS?
WHO IS AFFECTED BY THE CHANGE?
HOW WILL WE SUPPORT PEOPLE THROUGH THE TRANSITION?
# of teams adopting new practices!
Agile fluency model as a guide!
Everybody!!!!
- Weekly lean coffee!
- Employee-led transformation team supported by external coaches!
- Change champions team (early adopters)!
- Monthly retrospective involving all teams!
- Executive steering committee and impediment escalation process
An Example
@JASONLITTLE
Another example
@JASONLITTLE
courtesy of Gerry Kirk - www.gerrykirk.net
An Example: Aligning teams
@JASONLITTLE
TEAM VISION
STRONG SUPPORT
WHAT IS WORKING AGAINST THE CHANGE?WHAT IS SUPPORTING THE CHANGE?
SEVERE BLOCK
OPTIONS PREPARE INTRODUCE REVIEW
COST
VALUE
??
prioritization of work
too much business pressure (hard dates/scope)
“lower cost” shouldn’t come at the expense of quality
lack of connection between teams and management
lots of dependancies
transparency of the transformation (IE: big visible wall!), coaching for business teams, agile education for support and governance
teams (soa, change management etc), follow Scrum (org guidelines), stop fixing date and scope
- learn how to make smaller stories
- better release planning (currently
planning sprint to sprint only)
- come to meetings more well prepared
- team take responsibility for SOA
decisions, Env Mgnt
- identify dependancies with other teams
- work on creating better
stories
STAFF MUST KNOW WHY VP TRANSFORMATION CANVAS
EMPLOYEES MUST OWN THE CHANGE EMPLOYEE-LED TRANSFORMATION
TEAM, CHANGE AGENT NETWORK
OUTSIDE SUPPORT INTERNAL TEAM SUPPORTED BY EXTERNAL COACHES
What makes a good change management program?
@JASONLITTLE
COMMUNICATION LEAN COFFEE, MULTI-TIERED RETROSPECTIVES,
BIG VISIBLE ROOM
SKILLS DEVELOPMENT METHODOLOGY TRAINING, COACHING AGREEMENTS,
MANAGEMENT 3.0, AGILE JEOPARDY (SOON…)
ENGAGED EXECUTIVES EXECS ATTEND LEAN COFFEE AND RETROS, GEMBA!
@JASONLITTLE
What makes a good change management program?
FEEDBACK-DRIVEN APPROACH TO PLANNING!
!
APPLYING AGILE AND CHANGE MANAGEMENT IDEAS!
!
MAKING IT FUN!!!
!
NOT SOLEY RELIANT ON COACHES/CONSULTANTS!
!
COACHES AND EMPLOYEES ALIGNED VIA COACHING STANCE
AGREEMENT!
!
TRANSFORMATION TEAM IS BUILDING/SUPPORTING THEIR OWN
ROADMAP/CHANGE PROCESS
Why Lean Change Management is a better approach
@JASONLITTLE
Which do you prefer?
@JASONLITTLE
Option 1: Lean Coffee about today’s topics
!
Option 2: Practice building a change canvas
!
Option 3: understand why motivating people to change is
hard
The Canvas
@JASONLITTLE
WHAT CHANGE ARE WE MAKING?
HOW WILL WE HELP PEOPLE TRANSITION?
HOW WILL WE MEASURE success?
WHY IS THIS CHANGE IMPORTANT TO THE ORGANIZATION??
WHICH PEOPLE AND DEPARTMENTS ARE AFFECTED BY THIS CHANGE?
HOW WILL WE DEMONSTRATE PROGRESS?
WHAT’S OUR
PLAN?
PREPARE INTRODUCENEXT1 MONTH
AWAY
REVIEW
Feedback
@JASONLITTLE
On a sticky note, please write…
1) How valuable was this session on a scale from 1 to 10?
2) Optional: leave a comment about how I could make it
perfect next time
LEARN HOW TO COMBINE
INNOVATIVE IDEAS FROM:!
!
- LEAN STARTUP

- CHANGE MANAGEMENT

- NEUROSCIENCE

- AGILE AND LEAN

- ORGANIZATIONAL
DEVELOPMENT!
!
GET A SAMPLE CHAPTER AT
WWW.LEANCHANGE.ORG
www.leanchange.org
@JASONLITTLE

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Agile Change Management

  • 1. Agile Change Management Jason Little - jason@leanintuit.com @jasonlittle www.agilecoach.ca
  • 2. Get to Know Each Other! @JASONLITTLE Arrange yourselves in groups of no more than 5 people Fill out the information sheets Introduce yourself to the group 5 minutes
  • 3. Determine Your Team Score @JASONLITTLE Designate a score keeper for your table For each unique answer on your information sheets, give your team 1 point Example: If there are 4 people at your table with different names, give your team 4 points 3 minutes
  • 4. Go Forth and Self-Organize! @JASONLITTLE Goal: Maximize your diversity score across the whole room. 4 minutes
  • 5. Round 2! @JASONLITTLE Goal: Try and increase the overall score! 4 minutes
  • 7. 2001 4 VALUES 12 PRINCIPLES In the Beginning… @JASONLITTLE
  • 8. Individuals and Interactions over Processes and Tools! Working Software over Comprehensive Documentation! Customer Collaboration over Contract Negotiation! Responding to Change over Following a Plan The Agile Manifesto @JASONLITTLE While we recognize there is value in the statements on the right, we value the statements on the left more.
  • 10. …with certifications @JASONLITTLE I knight thee… Certified Scrum Master!
  • 11. What have you heard about Agile? @JASONLITTLE
  • 12. So, What is Agile? @JASONLITTLE Month 1 Month 2 Month 3 AgileTraditional Customer Feedback Customer Feedback Customer Feedback
  • 13. Hoooold it! @JASONLITTLE Software development != Construction ! Change Management != Construction
  • 14. http://stateofagile.versionone.com/scale-agile-implementation/ Why companies go Agile @JASONLITTLE 1. Accelerate time to market 2. Manage changing priorities 3. Better alignment between IT and Business
  • 15. AGILE YOUR ORGANIZATION Agile isn’t about “Agile”, it’s about change @JASONLITTLE
  • 17. …looks like change management does too @JASONLITTLE 70%http://www.onirik.com.au/industry/cracking-the-code-of-change/
  • 18. lack of ‘structured process’ @JASONLITTLE http://www.onirik.com.au/industry/cracking-the-code-of-change/
  • 19. Unpredictable nature of people @JASONLITTLE http://www.onirik.com.au/industry/cracking-the-code-of-change/
  • 22. How can Agile help? @JASONLITTLE 1. Visibility 2. Feedback-driven planning 3. Co-creation of change 4. Acceptance of complexity and un-certainty
  • 23. Visibility @JASONLITTLE “If you’re doing change management in your office, with the door closed, you’re doing it wrong” - Heather Stagl, Enclaria
  • 24. HOW CAN WE IMPROVE THIS VISUALIZATION? Visibility @JASONLITTLE
  • 26. WORK THE CHANGE TEAM IS DOING Visibility @JASONLITTLE
  • 28. IMPEDIMENTS & ESCALATION PATH Visibility @JASONLITTLE
  • 29. Visibility in HR and Change Management @JASONLITTLE
  • 30. Feedback-driven planning - Daily Standups @JASONLITTLE http://itopskanban.files.wordpress.com/2011/09/img_1115.jpg
  • 31. Feedback-driven planning - Retrospectives @JASONLITTLE
  • 32. Don’t forget the remote folks! @JASONLITTLE
  • 33. Feedback-driven planning - Lean Coffee @JASONLITTLE
  • 36. Co-creation of change @JASONLITTLE WHAT’S HOLDING BACK THE CHANGE? HOW CAN WE CONTRIBUTE? WHAT SUPPORTDO WE NEED?
  • 37. Acceptance of Complexity & Uncertainty @JASONLITTLE organizational change lives here… and here… and sometimes here… but never here
  • 38. Applying Agile practices to change @JASONLITTLE Visibility: - make your plans transparent - use daily stand ups from Scrum to manage work Feedback-driven planning: - listen to the system and derive tactical plans from feedback - use Agile retrospectives to collect insights Co-Create Change:! - involve the people affected by the change in the design of the chan - Reduce the Cognitive Gap by spending less time on planning in isolation Embrace Un-certainty:! - lighter-weight planning tools still generate plans! - Law of Requisite Variety
  • 39. How’s it going so far? @JASONLITTLE What have you liked? What have you not liked? What questions do you hope to have answered? 5 minutes
  • 40. A new model - Lean Change Management @JASONLITTLE Behaviour & Neuroscience Agile Community Change Management & Org Dev ComplexityThinking Lean Startup
  • 41. Insights - Understand your system @JASONLITTLE ADKAR Assessment Cultural Assessments (OCAI, Schneider) Agile Retrospectives Lean Coffee Culture Hacking SCARF - understand resistance Satir/MBTI - understand responses to change
  • 42. Pick the Options most likely to work @JASONLITTLE Agile: Big visible planning tools SCARF: which Options minimize a threat response? Kotter: create urgency through Lean Coffee ADKAR: create awareness via big visible charts McKinsey 7S: understand complex adaptive systems
  • 43. Experiment and Validate @JASONLITTLE Lean Startup: measure experiments, not vanity metrics Agile: involve people affected by the change in the design Agile: use Kanban for managing and visualizing the change plan Kotter: tag Experiments as “quick win” or “long term” BJ Fogg - spark motivation or make change easier
  • 44. #AAB14 STRATEGY ALIGNMENT EXECUTION DEVELOP A FEEDBACK-DRIVEN APPROACH TO CHANGE The How-to Guide @JASONLITTLE
  • 45. FRAGMENTATION WWW.THEPRIMES.COM “RESISTANCE! TO!CHANGE” LACK OF MANAGEMENT SUPPORT NO URGENCY! TO! CHANGE LACK OF CLEAR!VISION Why transformational change is so hard @JASONLITTLE
  • 47. 1 WHAT IS THE VISION FOR THE CHANGE? HOW WILL WE HELP PEOPLE TRANSITION? HOW WILL WE MEASURE success? WHY IS THIS CHANGE IMPORTANT TO THE ORGANIZATION?? WHICH PEOPLE AND DEPARTMENTS ARE AFFECTED BY THIS CHANGE? HOW WILL WE DEMONSTRATE PROGRESS? WHAT’S OUR PLAN? PREPARE INTRODUCENEXT1 MONTH AWAY REVIEW TRANSFORMATION CANVAS Making strategy visible @JASONLITTLE
  • 48. 2 Validate with people affected by the change WHAT IS SUPPORTING THIS CHANGE? WHAT IS HOLDING THIS CHANGE BACK? HOW CAN YOU CONTRIBUTE TO THIS VISION? WHAT SUPPORT DO YOU NEED TO CONTRIBUTE? Feedback-driven planning @JASONLITTLE
  • 49. 2 USE FEEDBACK TO ! ADJUST THE TRANSFORMATION! CANVAS Validate with people affected by the change WHAT IS SUPPORTING THIS CHANGE? WHAT IS HOLDING THIS CHANGE BACK? HOW CAN YOU CONTRIBUTE TO THIS VISION? WHAT SUPPORT DO YOU NEED TO CONTRIBUTE? Feedback-driven planning @JASONLITTLE
  • 50. 3 value cost HIGH COST,! HIGH VALUE CHANGE AFFECTS MULTIPLE DEPARTMENTS - IE: CHANGE FUNDING MODEL LOW COST,! HIGH VALUE CHANGE AFFECTS 1 TEAM OR DEPARTMENT - IE: PILOT PROGRAM Co-creating change @JASONLITTLE
  • 51. 3 WHAT’S OUR PLAN? PREPARE INTRODUCENEXT 1 MONTH AWAY REVIEW COMMUNICATION WORK TRAINING WORK COACHING WORK Satisfy our need for certainty @JASONLITTLE
  • 52. 2 VALIDATE WITH! PEOPLE AFFECTED! BY CHANGE MULTI-TIERED RETROSPECTIVES LEAN COFFEE FIND EARLY ADOPTERS CREATE ! CANVAS1 CREATE TACTICAL! PLAN DELEGATION BOARD EXECUTE WITH SCRUM? KANBANIZE? 3 MAKE A BIG! VISIBLE ROOM MEET AT THE WALL NO STATUS REPORTS! 4 EXPERIMENT! WITH CHANGES IMPROVEMENT CANVASES DELIBERATE SLACK 5 REVISE ! CANVAS 6 The Big Picture @JASONLITTLE
  • 53. WHAT cHANGE ARE WE MAKING? WHY IS THIS CHANGE IMPORTANT TO THE ORGANIZATION? HOW WILL WE MEASURE SUCCESS? We are adopting agile and lean methods to build a product development organization that delivers valuable solutions to the market in 6 months or less. - Motivate staff by removing constraints from existing processes! - To prevent business from sourcing vendors because it is too slow ! - Our business partners feel we’re too slow and too expensive - Reduce median project delivery time from 11 months to 6 months! - Employee engagement scores An Example @JASONLITTLE
  • 54. HOW WILL WE SHOW PROGRESS? WHO IS AFFECTED BY THE CHANGE? HOW WILL WE SUPPORT PEOPLE THROUGH THE TRANSITION? # of teams adopting new practices! Agile fluency model as a guide! Everybody!!!! - Weekly lean coffee! - Employee-led transformation team supported by external coaches! - Change champions team (early adopters)! - Monthly retrospective involving all teams! - Executive steering committee and impediment escalation process An Example @JASONLITTLE
  • 55. Another example @JASONLITTLE courtesy of Gerry Kirk - www.gerrykirk.net
  • 56. An Example: Aligning teams @JASONLITTLE
  • 57. TEAM VISION STRONG SUPPORT WHAT IS WORKING AGAINST THE CHANGE?WHAT IS SUPPORTING THE CHANGE? SEVERE BLOCK OPTIONS PREPARE INTRODUCE REVIEW COST VALUE ?? prioritization of work too much business pressure (hard dates/scope) “lower cost” shouldn’t come at the expense of quality lack of connection between teams and management lots of dependancies transparency of the transformation (IE: big visible wall!), coaching for business teams, agile education for support and governance teams (soa, change management etc), follow Scrum (org guidelines), stop fixing date and scope - learn how to make smaller stories - better release planning (currently planning sprint to sprint only) - come to meetings more well prepared - team take responsibility for SOA decisions, Env Mgnt - identify dependancies with other teams - work on creating better stories
  • 58. STAFF MUST KNOW WHY VP TRANSFORMATION CANVAS EMPLOYEES MUST OWN THE CHANGE EMPLOYEE-LED TRANSFORMATION TEAM, CHANGE AGENT NETWORK OUTSIDE SUPPORT INTERNAL TEAM SUPPORTED BY EXTERNAL COACHES What makes a good change management program? @JASONLITTLE
  • 59. COMMUNICATION LEAN COFFEE, MULTI-TIERED RETROSPECTIVES, BIG VISIBLE ROOM SKILLS DEVELOPMENT METHODOLOGY TRAINING, COACHING AGREEMENTS, MANAGEMENT 3.0, AGILE JEOPARDY (SOON…) ENGAGED EXECUTIVES EXECS ATTEND LEAN COFFEE AND RETROS, GEMBA! @JASONLITTLE What makes a good change management program?
  • 60. FEEDBACK-DRIVEN APPROACH TO PLANNING! ! APPLYING AGILE AND CHANGE MANAGEMENT IDEAS! ! MAKING IT FUN!!! ! NOT SOLEY RELIANT ON COACHES/CONSULTANTS! ! COACHES AND EMPLOYEES ALIGNED VIA COACHING STANCE AGREEMENT! ! TRANSFORMATION TEAM IS BUILDING/SUPPORTING THEIR OWN ROADMAP/CHANGE PROCESS Why Lean Change Management is a better approach @JASONLITTLE
  • 61. Which do you prefer? @JASONLITTLE Option 1: Lean Coffee about today’s topics ! Option 2: Practice building a change canvas ! Option 3: understand why motivating people to change is hard
  • 62. The Canvas @JASONLITTLE WHAT CHANGE ARE WE MAKING? HOW WILL WE HELP PEOPLE TRANSITION? HOW WILL WE MEASURE success? WHY IS THIS CHANGE IMPORTANT TO THE ORGANIZATION?? WHICH PEOPLE AND DEPARTMENTS ARE AFFECTED BY THIS CHANGE? HOW WILL WE DEMONSTRATE PROGRESS? WHAT’S OUR PLAN? PREPARE INTRODUCENEXT1 MONTH AWAY REVIEW
  • 63. Feedback @JASONLITTLE On a sticky note, please write… 1) How valuable was this session on a scale from 1 to 10? 2) Optional: leave a comment about how I could make it perfect next time
  • 64. LEARN HOW TO COMBINE INNOVATIVE IDEAS FROM:! ! - LEAN STARTUP
 - CHANGE MANAGEMENT
 - NEUROSCIENCE
 - AGILE AND LEAN
 - ORGANIZATIONAL DEVELOPMENT! ! GET A SAMPLE CHAPTER AT WWW.LEANCHANGE.ORG www.leanchange.org @JASONLITTLE