The document discusses lean change as a fresh iterative approach to managing organizational change in complex environments, emphasizing collaboration, empathy, and transparency. It identifies challenges such as resistance and divergent goals, while advocating for design thinking as a method to address wicked problems. Key principles include recognizing systemic views, fostering trust, and encouraging experimental processes for effective change management.

1. Change + Challenges + Chances + Mike Leber + Stefan Haas

2. Lean Change - Challenges & Chances
Challenges Chances
• Speed
• Organizational Culture
• Motivation & Resistance
• Different views & Diverging goals
• Uncertainty about acceptance
and sustainability
• Understanding
• Purpose, Shared Values & Vision
• Creative Solutions
• Buy-in, Adoption, Responsibility
• Organizational Fitness
„Without
changing
our
pa/erns
of
thought,
we
will
not
be
able
to
solve
the
problems
we
created
with
our
current
pa/erns
of
thought
“
(Albert
Einstein)

3. Lean Change - What is it?
• Fresh iterative approach to Change in Complex Environments
• Dancing with Uncertainty
• Directly involving affected People
• Collaborative Learning and Leadership Approach
• Evolutionary Growth
Building upon established models & disciplines,
such as Design Thinking and Lean Startup

4. Lean Change - Premisses?
• Systemic view about Organization („organic“)
• Transparency & Collaboration
• Experimental and empirical Process
• People, Empathy and Trust
Attaching to People’s assumptions, needs and values
fosters emerging structures, fit for purpose

5. “Everyone designs
who devises courses
of action aimed at
changing existing
situations into
preferred ones.”
Herbert Alexander Simon
(June 15, 1916 – February 9,
2001) American political
scientist, economist,
sociologist, psychologist,
and professor at Carnegie
Mellon University

6. There are many different
approaches to design

8. I design - you change
• Analytical, rationalist mindset:
• I take a series of inputs,
analyse them and come up
with a single answer
• Unilateral control
• Be right

9. © ProSieben

10. This way of design thinking has a long
history.
Pruitt–Igoe housing project first occupied in 1954
Photo http://en.wikipedia.org/wiki/Pruit-Igoe

11. Analytical, rationalist approaches have trouble creating
a solution that fits into a complex environment
Photo https://twitter.com/usabilla/status/506500316855300096

12. Demolition of Pruitt-Igoe housing project marked the end
of modernism at 3:32 PM, July 15 1972 (Charles Jencks)
Photo http://en.wikipedia.org/wiki/Pruit-Igoe

13. http://youtu.be/mkJ-Uy5dt5g

14. CONSTRUCTAL LAW
"For a finite-size system to persist in time (to
live), it must evolve in such a way that it provides
easier access to the imposed currents that flow
through it."
1. Life is flow: all flow systems are live systems,
the animate and the inanimate.
2. Design generation and evolution is a
phenomenon of physics.
3. Designs have the universal tendency to evolve
in a certain direction in time.
The constructal law is a first principle of physics
that accounts for all design and evolution in
nature. It holds that shape and structure arises to
facilitate flow. The designs that arise
spontaneously in nature reflect this tendency:
they allow entities to flow more easily – to
measurably move more current farther and faster
for less unit of useful energy consumed.

15. Wooga New Kitchen Opening

16. Photos http://www.wooga.com/2012/06/if-i-had-a-hammer-new-kitchen-opening/

17. Photo http://www.metalocus.es/content/en/blog/oma-wins-axel-springer-compettion courtesy OMA

18. Dr. Mathias Döpfner, Chief
Executive Officer of Axel Springer
SE: “… The fundamental
innovation of working
environments will support the
cultural transformation towards
a digital publishing house. …”
http://www.axelspringer.de/en/presse/Axel-Springer-architectural-competition-Final-decision-in-favor-of-concept-from-Rem-Koolhaas-OMA_20439185.html

20. Wicked Problems
• A problem that is difficult or
impossible to solve because of
incomplete, contradictory, and
changing requirements that are
often difficult to recognise
• Because of complex
interdependencies, the effort to
solve one aspect of a wicked
problem may reveal or create
other problems
• Design Thinking is a formal method
for practical, creative resolution of
problems and creation of solutions,
best suited to solve wicked
problems.
Photo by Daniela Hartmann via Flickr, CC Licence Info

21. Problem
Solution
Design Thinking Modes
http://dschool.stanford.edu/use-our-methods/the-bootcamp-bootleg/

22. DEFINE
IDEATE
EMPATHIZE
TEST PROTOTYPE
http://futureworksconsulting.com/wp-content/uploads/2008/07/retroframewkweb.pdf

23. Grow
Company
Extend
Portfolio
Keep Culture
Healthy
Be Best
Option 4
Customer
No 1
Workplace
Market
Leader
Positive
Feedback from
Employees
Dysfunctional
Teams
High Turnover
Bad Customer
Feedback
Autonomous
Product
Teams
Actionable
Metrics
Transparency
Scrum
Mention on
deutschlands100.de
Short
Feedback
Cycles
http://www.businessmodelgeneration.com/canvas/vpc

24. Make
constraints
visible
Lack of trust
Teams don’t
make use of
freedom
Lack of
Lack of focus respect
Fear &
blaming
Dysfunctional
Teams
Focused
Retrospective
EXPERIMENTS
H: Teams need
space to learn
H: Teams need
space to learn http://leanchange.org/

25. Autonomous
Product
Teams
Market
Leader
Dysfunctional
Teams Product Team
Drive Sales
pressure Individualism
Focused
Retrospective
Authority
Board
http://leanchange.org/

26. http://www.youtube.com/playlist?list=PLC1C9F5C39EBF7266

27. 27

28. 28

30. LEVELS OF
ORGANIZATIONAL
CULTURE
Artifacts
Expoused Values
Underlying Assumptions
Edgard H. Schein

31. D.MINDSETS
http://dschool.stanford.edu/use-our-methods/the-bootcamp-bootleg/

32. Reframing Organisational
Development
• Organisational development is a wicked
problem like urban planning or new product
development
• Design Thinking is a discipline that uses a
designer’s perspective to solve wicked problems
• We can learn from Design Thinking how to
combine empathy, creativity and rationality to
iterate towards organisational fitness

33. Summary
• Considering Complexity and Emergence
• Adaptive Organizations
• Collaboration, Transparency, Visualization
• Enabling Learning Organization
• Participative, DIY Approach to Change using a
designer’s mindset with Design Thinking