The document discusses embracing change and being agile. It outlines John Kotter's 8 step change management model for leading organizational change. The steps include creating a sense of urgency, forming a guiding coalition, developing a vision for change, communicating the vision, empowering broad-based action, generating short-term wins, consolidating gains and producing more change, and anchoring new approaches in the culture. It also discusses approaches for addressing resistance to change, such as facilitation, education, participation, and negotiation. Engineering practices like continuous integration, automated testing, and code reviews are recommended for building quality.

1. By:
Prajakta Thakur
Tata Consultancy Services
MBA, CSM, CSPO, CSP
TCS Internal
Embrace Change & Be Agile

2. SOURCE: https://www.youtube.com/watch?v=tkpmgOuhR-I

3. Change is Constant
SOURCE: http://www.slideshare.net/optimaltransformation/collection-of-quotes-from-jack-welch

4. Forces that Trigger Change: 5Cs
Company
Competition
Customer
Climate
Collaborators

5. Who wants to Change?
SOURCE: http://acumenglobalpartners.com/wp-content/uploads/2015/06/who-wants-change-.jpg

6. Resisting Change
Sources of Resistance to Change
 Misunderstanding about the need for change
or when the Reason for the Change is Unclear
 Fear of the Unknown
 Lack of Competence
 Connected to the Old Way
 Low Trust
 Temporary Fad
 Not being Consulted
 Poor Communication
 Change in the Routine
 Lack of Benefits and Rewards
SOURCE: http://www.torbenrick.eu

7. Approach Used in Situation
Facilitation and Support When individuals want to collaborate but are not able to adjust to
change
Education and
Communication
When lack of information and goal clarity exist
When fear of unknown exists
Participation and Involvement When initiators don’t have adequate skills and complete
information to drive change and need support
When resistance power by others can be high and detrimental to
change
Negotiation and Agreement When change has obvious negative implications on individuals
involved
Manipulation and Co-optation When other methods fail or are expensive
Explicit and Implicit Coercion When speed is important
When initiators possess power
Addressing the Resistance to Change

8. John Kotter’s 8 Step Change Management Model

9. #1 - Creating the climate for Change
 Establish a Sense of Urgency
 Form a powerful Guiding Coalition
 Create a Vision

10. Vision
Build Agile Teams:
 Empowered and Self Organized
 Responsive to Change
 Produce Working Software every Iteration
 Provide Quality deliverables with reduced
Time to market
Sense of Urgency
‼ Business was not satisfied with results
‼ Time to Market was longer than
expected
‼ Change was rampant and painful
‼ Business could not see the product for
months
Coalition and Stakeholder Buy-in
Creating the climate for Change

11.  Communicate the Vision
 Remove Obstacles
 Create Short-term Wins
#2 - Engaging & Enabling the Organization

12. Remove ObstaclesCommunicate the Vision
Engaging & Enabling
 Townhalls
 Leadership Address
 Regular Team Connects
Create Short-term Wins
 Successful Pilot Projects can prove to be
great motivators for other teams
 Early Adopters can play pivotal role in
becoming agile ambassadors
Dedicated Coaches per Team
Structure and Role Alignment
Learn the Game – Emergent Design
Focus on Engineering Practices
Enabling Distributed Teams

13. Engineering Practices – Key Steps towards Quality
Continuous
Integration
Source code
management
Automated
testing
(functional,
regression)
Peer Code
review
Unit
Testing
Test-driven
development
Code
Refactoring
Setup the foundation to help teams get started
on following Engineering Practices
Teach people Why and How to create a culture to sustain
Cucumber,
Selenium

14. Effective Collaboration for Distributed Teams
Teleconference, VOIP, Instant Messenger, Video Conference Facilities
Information Radiators

15.  Sustaining the Change
 Build on the Change
 Anchor the Changes in Corporate Culture
#3 – Building & Sustaining the Change

16. Agile Reloaded
Sitting Together
Co-located teams, Team Rooms, HDVC
Setups
Organizational Rhythm
Sprint reviews for a portfolio on the same day
one after the other
Portfolio Teams
Create pool of teams working on a portfolio
to manage transition well
1
2
3

17. Build over Lessons Learnt
One
Team
Team Involvement & Empowerment
Effective Communication - Radiate Info
Fail FAST Recover Fast
Dare to
Share
Peer Reviews , Pair Programming
SME Reviews
Interest Groups
Plan
Just
Enough
Planning few weeks ahead helps
No changes when sprint in progress
Educate
Business
Educate Business along with IT
Prioritization
Retrospect
Regularly
Organization wide learning and sharing
Retrospectives with all stakeholders

18. Rigor Continues
Network - Learn - Share

19. Glad to take any Questions
Thank You!
prajakta.thakur@tcs.com
References:
 TCS Account Agile Case Study
 http://www.kotterinternational.com/the
-8-step-process-for-leading-change/
 Images: Google Images
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