My presentation for a Leading Change module in an executive education program that has three modules spread over three months. This presentation is made during the first module and the participants are broken into teams to work on their own live projects within their company.
My presentation and exercises on Leading Change for an Executive Education program. The presentation includes an exercise in which the participants work in groups on a live change project within their organization during a period of three months. Please let me know if you have any questions.
In The Other Side of Innovation, Vijay Govindarajan and Chris Trimble reveal how to execute an innovation initiative. This is my summary of this invaluable read.
The harder you push, the harder the system pushes you backEmiliano Soldi
Slide presented at Better Sofware conference in June 2016.
The talk was about how facilitation, change managment and coaching, are essentials in guiding Agile Transition program
Strategic Initiatives Summary N Y 072209PR Council
Presentation from Council of PR Firms, AW Page, FD "breakfast briefings," held in Chicago and NYC in July, 2009. Presented by Betsy Neville and Neil Bennedict, FD.
My presentation and exercises on Leading Change for an Executive Education program. The presentation includes an exercise in which the participants work in groups on a live change project within their organization during a period of three months. Please let me know if you have any questions.
In The Other Side of Innovation, Vijay Govindarajan and Chris Trimble reveal how to execute an innovation initiative. This is my summary of this invaluable read.
The harder you push, the harder the system pushes you backEmiliano Soldi
Slide presented at Better Sofware conference in June 2016.
The talk was about how facilitation, change managment and coaching, are essentials in guiding Agile Transition program
Strategic Initiatives Summary N Y 072209PR Council
Presentation from Council of PR Firms, AW Page, FD "breakfast briefings," held in Chicago and NYC in July, 2009. Presented by Betsy Neville and Neil Bennedict, FD.
Strategic Initiative Optimization and Strategic Relationship Optimizationarnoldconsultants
New solution consisting of processes, services and software tools for the alignment (and management) of strategic initiatives to the corporate strategies they support and provide a 360 view of status via SharePoint.
Structured organizations today are not keeping pace with a changing world incessantly. The Business Triathlon (Lean Strategy/Start-up, Agile and Change Management) could be the solution.
Agile is Fascinating, but not Trivial. Consider changes in habits, behaviors, skills, competences, etc. It means we need to know what approch, methodology or framework could better fit for any transformation, but what about the people side?
What about individual and interactions?
This presentation explores the change management side of any big initiative, included agile transformations
Best Practices to Enhance Collaboration Across BoundariesHRDQ-U
Today, more and more companies are adopting cross-functional team structures that reward collaborators over “lone wolves.” Members of these teams often have complex reporting relationships, rather than a single boss, which makes it essential for goals to be aligned across departments or teams.
Managing the Stakeholder Challenges of Agile TransformationsThomas Luke Jarocki
Upload of the August 19th presentation by Thomas Luke Jarocki of Emergence One International to the Silicon Valley Agile Trends and Leadership Event at the Visa Auditorium.
Our latest brochure with the latest information on who we are, the case for action for developing the foundation for success, our practices areas and our people.
Designing adaptive and nimble organizationsEmiliano Soldi
What does it mean to design agile and adaptive organizations?
What are rthe necessary organizational archetypes?
What about Value Streams and Lean Portfolio Management?
Strategic Initiative Optimization and Strategic Relationship Optimizationarnoldconsultants
New solution consisting of processes, services and software tools for the alignment (and management) of strategic initiatives to the corporate strategies they support and provide a 360 view of status via SharePoint.
Structured organizations today are not keeping pace with a changing world incessantly. The Business Triathlon (Lean Strategy/Start-up, Agile and Change Management) could be the solution.
Agile is Fascinating, but not Trivial. Consider changes in habits, behaviors, skills, competences, etc. It means we need to know what approch, methodology or framework could better fit for any transformation, but what about the people side?
What about individual and interactions?
This presentation explores the change management side of any big initiative, included agile transformations
Best Practices to Enhance Collaboration Across BoundariesHRDQ-U
Today, more and more companies are adopting cross-functional team structures that reward collaborators over “lone wolves.” Members of these teams often have complex reporting relationships, rather than a single boss, which makes it essential for goals to be aligned across departments or teams.
Managing the Stakeholder Challenges of Agile TransformationsThomas Luke Jarocki
Upload of the August 19th presentation by Thomas Luke Jarocki of Emergence One International to the Silicon Valley Agile Trends and Leadership Event at the Visa Auditorium.
Our latest brochure with the latest information on who we are, the case for action for developing the foundation for success, our practices areas and our people.
Designing adaptive and nimble organizationsEmiliano Soldi
What does it mean to design agile and adaptive organizations?
What are rthe necessary organizational archetypes?
What about Value Streams and Lean Portfolio Management?
Cinéma et médiatisation interculturelle en classe inversée et en EAD
RÉSUMÉ : Le cinéma particulièrement riche en représentations visuelles et sonores invite naturellement au concept de classe enrichie et constitue un outil de médiatisation adéquat pour un travail sur l’analyse de l’image et l’interculturel. Il est aussi un des médias les plus appréciés d’un public jeune, comme de tous les publics en Asie. Au Japon par exemple, les Français Alain Delon et Jean Réno suscite l’engouement depuis longtemps et le cinéma français bénéficie lui-même d’une image positive grâce aux récentes distinctions des films « La Môme » (Golden Globe, César puis Oscar de la Meilleure actrice 2008), « Entre les murs » (Palme d’or 2008) et « The Artist » récompensé au festival de Cannes, à la British Film Academy et aux Oscars d’Hollywood.
Cette communication propose donc d’utiliser la médiation et l’interculturalité de ce capital pour susciter une pratique linguistique en salle de classe mais aussi sur plateforme d’apprentissage à distance, dans un module destiné à comprendre des structures narratives au travers du scénario ; des structures communicatives par l’implication des dialogues et des personnages tout en offrant des points de passage vers la littérature, l’histoire et la géographie ou encore les arts.
En atelier, nous montrerons qu’à partir d’un classement des informations cinématographiques collectées (documents scripto-iconiques et audiovisuels) d’une analyse sémantique (informations linguistiques ou métalinguistiques apportées par ces ressources) et enfin d’une analyse hiérarchique (ressources les plus riches en informations utilisables ; ressources tombant dans le domaine public ; choix d’extractions des images ou des sons ou hyperliens), on peut construire des activités qui conviennent aux plus récentes pédagogies collaboratives et technologiques, y compris au concept de « classe inversée » ou Flipped Classroom.
Whitepaper 7 steps to effective it-supportComAround
Seven steps to success with more efficient IT support thanks to self service.
Offering self service is an efficient way of creating direct economic benefits in the company by making financial savings on staffed support; but also indirectly, by enhancing the level of service offered to users. A study from HDI involving 1000 support organisations the world over shows that 72% use self service operations or are planning to do so soon. But how to get started properly? How do you persuade the organisation to go along with it? How do you gauge the benefits? Take a look at this white paper for seven concrete steps you can take, from strategy via communication and procedures to measurability.
White paper - Seven steps to success with more efficient IT support thanks to self service
Written by Per Strand ComAround and Therese Walvé ComAround
A slideshow I use when I give a one-day talk on organizational change. Part of a three module executive education program at IFL - Stockholm School of Economics.
The Deloitte Center for the Edge conducts original research and develops substantive points of view for new corporate growth. The center, anchored in the Silicon Valley with teams in Europe and Australia, helps senior executives make sense of and profit from emerging opportunities on the edge of business and technology. Center leaders believe that what is created on the edge of the competitive landscape — in terms of technology, geography, demographics, markets — inevitably strikes at the very heart of a business.The Center for the Edge's mission is to identify and explore emerging opportunities related to big shifts that are not yet on the senior management agenda, but ought to be. While Center leaders are focused on long-term trends and opportunities, they are equally focused on implications for near-term action, the day-to-day environment of executives.
Learn more - http://www.deloitte.com/centerforedge
7 models that will change your Innovation Management ‘Program’ Carlos Mendes
Presentation at Roads and Transport Authority and at Dubai Customs, during the UAE Innovation Week, November 2016:
I've been working with enterprise innovation management over the last 10 years. Working with private and public companies all over the world allows me to observe similar patterns in innovation management programs.
When reflecting about what to share at the 2016 UAE Innovation Week, I defined two constraints: present something that 1) could help avoiding the most commons problems that I see, and 2) that you can start using today .
Therefore, I shared 7 models that changed my way of addressing innovation at the organizational level.
They are indispensable to my professional practice and research activities. The models are rooted in the domains of organizational learning, communities of practice, knowledge management, complexity science, strategy and organizational change.
If you're avid for frame-breaking approaches and eager to start thinking and acting anew, I'm sure these models will be able to change your innovation 'program'. For better and for good!
I've included a 7-Day Challenge so you can try them out on a personal level.
In this PM Crosstalk forum, share with your peers two lessons lea.docxjaggernaoma
In this PM Crosstalk forum, share with your peers two 'lessons learned' that you will take away from this course.
Make something up related to Project Management on the topic of lessons learned. See below for additional content.
Why Retrospectives? Lessons learned represent an analysis carried out during and shortly after the project life cycle; they attempt to capture positive and negative project learning. That is, “what worked and what didn’t?” Lessons learned (postmortems, post-project review, or whatever name you choose to use) have long been part of project management. Peter Senge’s The Fifth Discipline: The Art and Practice of the Learning Organization (1990) drew attention to institutionalizing organizational learning. Although the past processes have been useful for closure and lessons learned, sadly their real value has not been exploited. Large, multinational companies with projects spread across the globe have been disappointed in their failure to effectively mine lessons learned. Smaller organizations observed, they too were not reaping the golden rewards of lessons learned. The same mistakes continue year after year. In the words of one executive: “Lessons learned are worth their weight in gold. I do not understand why we don’t do a better job nurturing, dispersing, and implementing lessons learned.” The processes for capturing lessons learned continue to evolve, but there are still many barriers to effectively mining the lessons learned that have been identified by practitioners. A few of the most ubiquitous barriers are noted here. • The most common reason given for not creating lessons learned is lack of time. • Most lessons learned are captured when the project is complete; teams get little direction or support after the lessons are reported.
• Lessons learned often degenerate into blame sessions that became emotionally damaging. • Lessons learned are not being used across different locations. • Lessons learned while implementing the project are seldom used to improve the remaining work in the project. • Too often the lessons learned are not used in future projects because the organizational culture fails to recognize the value of learning. What is needed to overcome these barriers is a methodology and management philosophy to ensure lessons learned are identified, utilized, and become a significant part of the project management organizational culture. The keys are to turn lessons learned into actions taken and to have someone own the lesson. One effort that appears to address the barriers and offer a solution is retrospectives. The military has long used retrospectives to improve their operations (e.g., after each maneuver). Retrospectives have emerged as a strong process and management philosophy used by project-driven organizations around the world to mine the gold that lessons learned can provide. Retrospectives are championed by Norman Kerth in his text Project Retrospectives (2001). A retrospective is a methodology.
Organizational Change Management for IT ProjectsDavid Solis
Final project of the Certificate in Innovation and Design Thinking.
Management organizational change framework to ensure the complete success of IT projects
Your Challenge
Business transformations are happening, but CIOs are often involved only when it comes time to implement change. This makes it difficult for the CIO to be perceived as an organizational leader.
CIOs find it difficult to juggle operational activities, strategic initiatives, and involvement in business transformation.
CIOs don’t always have the IT organization structured and mobilized in a manner that facilitates the identification of transformation opportunities, and the planning for and the implementation of organization-wide change.
Our Advice
Critical Insight
Don’t take an ad hoc approach to transformation.
You’re not in it alone.
Your legacy matters
Impact and Result
Elevate your stature as a business leader.
Empower the IT organization to act with a business mind first, and technology second.
Create a high-powered IT organization that is focused on driving lasting change, improving client experiences, and encouraging collaboration across the entire enterprise.
Generate opportunities for organizational growth, as manifested through revenue growth, profit growth, new market entry, new product development, etc.
The average life cycle of organisations has changed from 90 years in 1935 to 12 1/2 years. The absorption of new (information) technology is one of the core competences to stay competitive. Many organisations are facing problems when implementing new (information) technology solutions.
Organisational Change Management expert Esther De La Cruz and Mohit Sharma, Mindfields provide four powerful, yet practical and easy to implement steps for successfully managing IPA driven change in your organisation.
Shaping the Future: Product Strategy in the Age of UncertaintyAggregage
In this webinar, we'll explore product strategy obstacles and present practices to overcome them while driving clarity and alignment across your executive team.
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
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
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
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.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
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.
1. Leading Change:
Integrating Theory and
Practice
Robin Teigland
Center for Strategy and Competitiveness
Stockholm School of Economics
robin.teigland@hhs.se
Twitter: RobinTeigland
www.knowledgenetworking.org
August 2013
2. Who am I? (LinkedIn Inmaps)
SS
E
IFL
Swedish
Industry
ResearchWharton
Stanford
McKinsey
SSE MBA
3. 3
Agenda
Afternoon
1. Live Project Groupwork
2. Some Change Tools
Morning
1. What is Change
2. Kotter’s 8 Stages
3. Groupwork
Going Forward
4. 4
Leading Change objectives
To expose participants to some Change
concepts, frameworks, and tools
To develop Change techniques and skills
through developing and discussing a live
change project
To deliver real business benefits for your
company
To provide participants with an interactive and
reflective team experience in which everyone
(participants and faculty) learns together
5. Jack Welch…
5
"...when the rate of change
outside an organization is
greater than the change inside,
the end is near...."
6. Competitive advantage increasingly
based on organization’s ability to change
Of original Forbes 100 in 1917
- 61 companies ceased to exist by 1987
- 18 of remaining 39 underperformed market by 20%
- Only 2 beat market index (GE & Eastman Kodak)
- Only 1 (1%) today!
Average S&P 500 company lifespan
1920s – 67 years
2010s – 15 years
Dr. Richard Foster, Yale, Sept 2012
Today's rate of change is at faster pace than ever
By 2020 prediction is >75% of S&P 500 will be companies
we do not know about today
http://www.fastcompany.com/3001444/what-zara-pg-and-berlitz-know-about-agility
7. Only 20-30% of all change projects achieve full value
Less than 20% of anticipated value from M&A materialized
Only 25% of JVs stay together after “honeymoon”
Less than 50% of quality-improvement efforts make satisfactory
progress
Only 9% of all major software development applications in large
organizations worth cost
31% of software implementation projects cancelled before
completion
Irrespective success or failure, 53% software implementations
result in cost overruns by up to 189%
High number of change initiatives unsuccessful!
So, are change initiatives successful?
Beer 2002, Gratton 2007, Maurer and Co
8. 9
Your Experience with Change
Discuss in pairs
Choose one of your more significant experiences with change
(either successful or unsuccessful).
Which events/phases of change from the Iceberg story do you
recognize in your experience? Did you experience all the phases
or only some of them? Why or why not?
Do you recognize any of the key characters in this change
experience? Freds, Alices, NoNos? Other?
Reflect on your own role in this change experience. Which
character(s) did you play in these?
Was this change experience successful? Why or why not? How
does the outcome differ from that of the Iceberg story?
www.ouricebergismelting.com
9. Organizational Change
An alteration of an organization’s environment,
structure, culture, technology, or people
A constant force
An organizational reality
An opportunity or a threat
Change agent
A person who initiates and assumes the responsibility
for leading a change in an organization
10
14. Only 20-30% of all change projects achieve full value
Less than 20% of anticipated value from M&A materialized
Only 25% of JVs stay together after “honeymoon”
Less than 50% of quality-improvement efforts make satisfactory
progress
Only 9% of all major software development applications in large
organizations worth cost
31% of software implementation projects cancelled before
completion
Irrespective success or failure, 53% software implementations
result in cost overruns by up to 189%
Remember…. Are initiatives successful?
Beer 2002, Gratton 2007, Maurer and Co
Why? According to Fortune 500 executives,
resistance/people not accepting changes
16. Innovators - Leap with enthusiasm at change proposal and strongly
support.
- Expect others to be active in pursuing change.
Early Adopters - Rapidly persuaded, especially by early success.
- Likely to want to adapt change proposals to own
circumstances.
Early Majority - Want to see tangible outcomes to change proposals.
- Not convinced merely by idea or principle.
Late Majority - Follow powerful person when agree and support change
ideas.
- Commitment centered on political calculation.
Resistors
(Laggards)
- Predictable.
- Need considerable evidence – more vivid and directly
observable, the better – before they can be mobilized.
- Relatively risk adverse.
People react differently...
Rogers 1983, 1995
18. 24
Say the color, not the word
YELLOW BLUE ORANGE
BLACKBLACK
GREEN PURPLE YELLOW RED
ORANGEORANGE GREEN BLACK
BLUE Stroop
19. 25
The challenge of change
Change
Leadership
Change
Management
The WHAT
The ‘hard’ edge:
Systems, processes, structures,
and business strategy
The HOW
The ‘soft’ side:
Culture, behaviors,
values, and people
Zwanenberg
20. 26
Kotter’s eight-stage process for change
Kotter 1996
2. Form a powerful guiding coalition
1. Establish a sense of urgency
3. Create a vision
8. Anchor new approaches
4. Communicate the vision
5. Empower others to act on the vision
6. Plan for and create short-term wins
7. Consolidate improvements and produce more change
22. 2828
Tata Motors
India’s largest commercial vehicle maker for
decades
World’s fifth largest manufacturer of medium and
heavy trucks
India’s largest automobile company (#1 in
commercial and #2 in passenger)
Building global presence (e.g., partnership/acquisition
with Fiat, acquisition of Jaguar/Land Rover)
Major turnaround 2001 to 2007
March 2001 - $110 mln loss for fiscal year, corporate
India’s biggest loss
3Q 2007 - $132 mln profit
http://www.youtube.com/watch?v=rOnQpP5haUQ
23. 29
Groupwork - In your groups
Discuss how change was implemented at Tata
Motors
What triggered the change?
How does the change process map onto Kotter’s eight
stages?
What is the real change?
What are the lessons learned from the case?
Prepare a maximum 10 minute presentation
Present groupwork
Discussion
http://www.mckinseyquarterly.com/Leading_change_An_interview_with_the_managing
_director_of_Tata_Motors_1908
24. 30
1. Establish sense of urgency
Forces
for
change
Forces
for
stability
The
status
quo
Burnes 2004http://www.youtube.com/watch?v=U5802FBaMSI
26. 32
1. How to create a sense of urgency?
Create a crisis/rivalry
Benchmark within and outside industry
Find/develop a “red hot” burning issue
Align with a powerful sponsor
Revise existing or develop new standards
Income, profitability, effectiveness, efficiency,
customer satisfaction
Get an outside opinion
Bring in consultants, customers, shareholders
Adapted from Kotter 1996
27. 33
2. Form a powerful coalition
Ensure shared understanding
& right attitude
Ability to share vision
Trustworthy
Commitment to means and end
Has access to necessary
resources
Formal position power
Expertise
Reputation
Leadership
Informal network position
But look out for
people with big
egos or
“snakes”
Beer 2002, Kotter 1996
The small
team that will
lead the
change
29. 35
3. Create (and operationalize) a vision
Create the vision
To direct the change effort
To coordinate across and outside the
organization
Develop a strategy to achieve the
vision (operationalize)
To engage people through participation
To find their “passion”
To overcome forces for stability
Adapted from Kotter 1996
30. 36
4. Communicate the vision
How?
Use multiple channels
Regularly to reconfirm
What?
Keep it simple
Use metaphors and success
stories
Who?
Walk the talk
Identify key opinion leadersBut listen as well!!
Adapted from Kotter 1996
31. Information + Involvement
to build commitment & change
Increasing
Commitment
Awareness
of desired change
Understanding
of change direction
Translation
to the work setting
Commitment
to personal change
Internalization
of new behavior
“Yeah, I saw the
memo.”
“I understand
where we need to
go.”
“I know how we
need to do our jobs
differently.”
“OK, I’m ready to
do it the new way.”
“This is the way we do
things here.”
Stages of Individual
Behavior Change
Information with some
involvement sufficient here
Significant
involvement
needed
Schreiber
32. 38
5. Empower others to act on the vision
1. Does the organizational
culture encourage
individuals to act?
2.Do people have
the necessary
resources to act?
3.Do people have the
appropriate skills and
training to act?
4.Do people have
the authority to act?
5.Are the organizational
structure & systems
aligned with the vision?
Adapted from Kotter 1996
34. 40
6. Plan for and create short-term wins
1. Create
obtainable
targets
2. Encourage
& convince
people that
targets can be
reached
3. Recognize
and reward
“winners”
Communicate
the wins
Adapted from Kotter 1996
35. 41
7. Consolidate improvements and
produce more change
Change
Project 1
Change
Project 2
Change
Project 3
Time
Scope of
change
Adapted from Kotter 1996
36. 42
8. Anchor new approaches
Company culture
Physical
artifacts
activities and routines
Underlying values,
assumptions,
beliefs, and expectations
Intangible
Adapted from Kotter 1996
37. 43
Kotter’s eight-stage process for change
Kotter 1996
2. Form a powerful guiding coalition
1. Establish a sense of urgency
3. Create a vision
8. Anchor new approaches
4. Communicate the vision
5. Empower others to act on the vision
6. Plan for and create short-term wins
7. Consolidate improvements and produce more change
38. Involving people in the change
45
http://www.mckinseyquarterly.com/What successful transformations share
39. People don’t resist change –
they resist being changed
From recipients of change to
co-creators of change
40. 49
Your Iceberg
Reflect on your organization. What is your iceberg and what
does it look like? Is it melting? Does it have fissures?
Is there a clear and simple message about the future and what
it may look like that is understood by all?
Are you and your team most concerned with success in
catching fish today or planning for what may come tomorrow?
What does your team look like? Reflect on who the Nonos,
Freds, Alices, Buddies, etc. are. How well balanced is it in
terms of having the “right” characters? Do you have
enough/too many/too few? Who will adopt the necessary roles
if no one else is doing it?
What do you have to do to lead/encourage/support the people
'stepping up'? What can you do about the Nonos?
41. 50
Agenda
Morning
1. What is Change?
2. Kotter’s 8 Stages
3. Groupwork
Going Forward
Afternoon
1. Live Project Groupwork
2. Some Change Tools
43. 56
Criteria for the Change Project
It should involve a real organizational issue or
challenge that at least one group member is
currently facing in his/her part of your organization.
It should lead to a real change in your organization.
The change should lead to improved business
performance that is both identifiable and
measurable.
The project should have a stakeholder.
”This is something we would like to do!!”
47. 60
Discuss in your groups today
What are the current & future pressures for the change?
Internal
External (PESTEL)
What is the sense of urgency for the change?
For whom? How urgent?
What can be done to strengthen the sense of urgency?
What is the vision or real change that your project will lead to?
How will the change improve business performance?
Identifiable? Measurable?
How will you organize your work during the program?
How will your coordinate with your Stakeholder?
48. 61
Kotter’s eight-stage process for change
Kotter 1996
2. Form a powerful guiding coalition
1. Establish a sense of urgency
3. Create a vision
8. Anchor new approaches
4. Communicate the vision
5. Empower others to act on the vision
6. Plan for and create short-term wins
7. Consolidate improvements and produce more change
49. 62
Prioritize stakeholders
Low High
Low
High
Level of interest
•Visibility
•Importance
•Priority
Scholes 1998
Power
•Formal
•Informal
Keep
informed
Key
players
Minimal
effort
Keep
satisfied
http://www.mindtools.com/pages
/article/newPPM_07.htm
50. 63
Stakeholder analysis
Stakeholder Block Let Help Make Diagnosis of
stakeholder
position
Recommended action
to move to desired
position
Adapted from Nader, NTL
Current (C) & Desired (D) position regarding the Change
51. Involving people in the change
64
http://www.mckinseyquarterly.com/What successful transformations share
52. People don’t resist change –
they resist being changed
From recipients of change to
co-creators of change
53. 67
Today’s Coaching Session
Each Group will present its Change Project to the
others, max 10 minute presentation
One Review Group will be appointed to lead the
following discussion, max 5 minutes:
How well does the Project fulfill the Change Project
criteria?
What challenges are foreseen for the Project?
How could these challenges be overcome?
Promote learning through “Assess, Challenge,
Support”!
54. 68
Your Live Project Iceberg
Reflect on your live project. What is the iceberg and what
does it look like? Is it melting? Does it have fissures?
What is the clear and simple message about the future that
may be understood by all?
What does the set of stakeholders look like? Reflect on
who the NoNos, Freds, Alices, Buddies, etc. are. Do you
have enough/too many/too few? Who will adopt the
necessary roles if no one else is doing it?
What do you have to do to lead/encourage/support the
people 'stepping up'? What can you do about the NoNos?
55. 69
Agenda
Morning
1. What is Change?
2. Kotter’s 8 Stages
3. Groupwork
Going Forward
Afternoon
1. Live Project Groupwork
2. Some Change Tools
56. 70
Tools to achieve the “transformation”
1. Conduct stakeholder analysis
2. Develop clear project charter and roll out plan
3. Develop communication plan
4. Conduct risk analysis
5. Develop measurement plan
57. 87
Morning
1. What is Change?
2. Kotter’s 8 Stages
3. Groupwork
Afternoon
1. Live Project Groupwork
2. Some Change Tools
Agenda
Going Forward
58. Timeline
Sept 9 (8:00 am Stockholm): Change project statement, should
be agreed with Project Stakeholder
Oct 7 (8:00 am Stockholm): Progress report
Timeline to completion
Progress to date, what achieved (Kotter, frameworks, method, sources,
etc.)
Issues/challenges outstanding with project
Ideas to overcome issues/challenges
Update on communication with Stakeholder
Module 2: Respond to feedback and develop implementation
plan
Nov 22 (8:00 am Stockholm): Progress report
Communication plan
Risk analysis
Issues / challenges and how to overcome
Update on communication with Stakeholder
Dec 5: Module 3 – presentation
59. 89
Moving forward
Coordinate with Stakeholder and invite to Module 3
presentation
Provide brief update Friday morning on Thursday
evening’s progress (remember Kotter’s 8 stages!)
Prepare and submit inter-module progress report
By email
Module 2
Scheduled working time during Module 2
Each team submits its presentation
● By email
Prepare and submit inter-module progress report
Submit by email
60. 90
Moving forward
Coordinate with Stakeholder and invite to Module 3
presentation
Provide brief update Friday morning on Thursday
evening’s progress (remember Kotter’s 8 stages!)
Prepare and submit inter-module progress report
By email
Module 2
Scheduled working time during Module 2
Each team submits its presentation
● By email
Prepare and submit inter-module progress report
Submit by email
61. 92
Module 3 - Final Presentation
Each team has 15 minutes maximum to present its Change
Project, including the following (in ppt):
● Purpose and rationale for change
● Use of tools, eg stakeholder analysis, risk analysis, etc.
● Measuring impact and preliminary results
● Plan for moving forward
● Lessons learned
One team will then lead feedback to the Presenting Team for
10 minutes maximum
● The purpose of this feedback is to spur lively debate and help advance
each Change Project as much as possible
Faculty and Stakeholders will provide further comments
Each team submits its presentation
● By email
62. 93
See you in Module 3!!
Good luck with your projects!!
Editor's Notes
10:30-11:20 Slides 11:20 to 12:00 Tata case 12:00-12:30 Presentation 13:30 to 14:00 Project intro 14:00 to 15:35 Project work plus break 15:45 to 17:00 Presentations and wrap-up 9:30 to 10:15 Slides 1-12 +exercise + 10:25 to10:35 Break 10:35 to 11:20: Triggers for change 13-19 + CSFs slides 20-40 11:20 to 12:00 Tata case preparation 12:00 to 12:30 Presentation + projects info 9:50 to 10:50 Slides 1-12 +exercise + Triggers for change 13-19 10:50 to11:00 Break 11:00 to 11:20: CSFs slides 20-40 11:20 to 12:00 Tata case preparation 12:00 to 12:30 Presentation + projects info
Organizational change occurs when an organization restructures resources to increase the ability to create value and improve effectiveness. Change is prevalent. In the past 10 years, over 50 percent of all Fortune 500 companies have undergone significant restructuring.
Beer 2002, Ridderstråle & Wilcox 2008 Of companies in original S&P 500 in 1957 426 companies ceased to exist by 1997 Only 12 (2.4%) outperformed S&P 500 index in 1997 Of top 100 companies in Korea in 1955 Only 7 still on list in 2004 1997 crisis destroyed half of 30 largest conglomerates
Human on left side (more participative) and technical on right side (less participative)
What triggered the change? What was the change? What worked and did not work? A change requires a combination of two things: start doing some new activities and stop doing some old activities
PESTEL stands for P olitical, E conomic, S ocial, T echnical, E nvironment and L egislative. It is a strategic planning technique that provides a useful framework for analysing the environmental pressures on a team or an organisation A PESTEL Analysis can be particularly useful for groups who have become too inward-looking. They may be in danger of forgetting the power and effect of external pressures for change because they are focused on internal pressures. Help people make their assumptions explicit Important to look forward and at future impact of envtal factors which may be different from past impact. Usually will be combined effect of some of these separate factors that will be important rather than any single factor Plays role in focusing organizations on choices open to them and the constraints and risks involved in these choices. Political – threat of terrorism, Economic – unemployment levels Social – demographic changes Tech – development of new/subst products Environmental – antipollution Legal – antitrust Where is the business going in the next 3 to 5 years? • What technologies are emerging and how will (could) they change the business model? • Where is your competition headed in the future? • Where do your employees wish or need to go in the future? Which of the below are of most importance now? Which are likely to be most important in a few years? What are the factors influencing any changes?
PESTEL-analysis is a tool – not a key.
Robotics – wipe out china production in 10 years says singularity university Native american values Asian values Great disruption – fossil fuel Peak technologies – car peaks – australia – young generation not driving cars …
start doing some new activities and stop doing some old activities This requires everyone understand their new roles & responsibilities & new targets Else it only bring added workload => stress => no credit for work not needed Duck..they have been to a conference…here we go again!
http://faculty.washington.edu/chudler/words.html
Zoë van Zwanenberg Scottish Leadership Foundation The Management Tasks Exterior, empirical, objective systems Require good management skills focused on people, processes and resources. The WHAT of change The Leadership challenge Create the culture Model the behaviours Live the values Inspire, motivate stimulate and support the people The HOW of change
Three steps Prepare Implement Manage
The country's second-largest conglomerate--with 2005 revenue of $17.8 billion and core interests ranging from steel, cars and telecommunications to software consulting, hotels and consumer goods--has come a long way since he stepped up as chairman, in 1991.
http://www.youtube.com/watch?v=rOnQpP5haUQ
Stability forces Institutionalism – way things are done around here, of current practices Transaction costs –employee stability Sustained advantage – organizational relationships Organizational social capital – trust among co-workers Predictability and uncertainty reduction – the need for these may inhibit change. A necessary prerequisite for a successful change However, organizations and people are complacent Better what you know then what you don ’t know Change creates uncertainty Change is perceived as a “zero sum” Often reactive and not proactive “If it ain’t broken don’t fix it” Too much fat (resources, profits)
Overcoming Complacency A compelling need has to be developed and shared Visible Crises catch peoples ’ attention and drive up the urgency levels e.g. GM Create a rivalry – What are your arch competitors doing? Slim down resources Create dissatisfaction with the status quo Benchmark operations Diagnose internal barriers to performance
Power & Credibility : to legitimize change (critical mass); Ability to reward/confront Pain &Sacrifice: : Personal Stake; Pursue change despite personal price Expertise: Informed & intelligent decision making Public / Private Role : Commitment and ability to support change publicly/ meet privately with agents Pitfalls: Avoid those who create mistrust or put their own immediate interests above the greater goal
Can use this to look at one organizational unit, this picture shows the programmers of the stockholm office of one IT multinational. See that well-connected. Good knowledge flows here as well. The Icon Stockholm programmer community was very well connected, indicating a high degree of knowledge flow. But I use this example, bc want to illustrate key players in this network. They are the central connectors. Central information source for everyone in network. In most cases, these individuals are not formally designated go-to people in unit. Provide help or pointers to others if can ’t help. In many cases these individuals are high performers. Interestingly when we showed this picture to management, they knew of three of these but the fourth one was a total surprise. Interesting bc this person was different from mgt, woman programmer. Challenge with these individuals is that even though recognized by their colleagues, often their efforts go unrecognized and unrewarded, yet spend a good amount of time filling this task. Organizations use different kinds of rewards, nominated for best helper, one example is bank that changed its bonus scheme rewarded individuals for their ability to improve communication within unit, to be connectors based on evaluations by fellow employees. McK in semi-annual evaluation process. Mostly positive roles but these individuals can also play power games, using connecting role for private benefit, pitting networks against each other, hoarding information. Sometimes even people just overloaded . Found that this person was a bottleneck, while many people went to this person for help, could not help everyone, so people frustrated. Think about how design teams or redesign jobs, rotating people also. One organization conducted analysis and restaffed teams combining members of both networks. If overloaded, can implement mailing lists, discussion boards to try to reduce workload on central connector
Visions need to be top down since that is where the strategic direction come from Vision gives a sense of direction and motivation Acts as a coordination mechanism between different parts of the organization as well as outside of the organization However, the vision needs to be accepted Develop a vision in a participative nature Kotter (1996) suggest 6 characteristics of an effective vision: V ision : Develop, articulate and communicate a shared vision of the desired change that is: Imaginable – Creates a Picture Desirable – Appeals to the long-term interest Feasible – Realistic & Attainable Focused – Clearly guides decisions Flexible – Allows for changing conditions Communicable – Successfully explained in 5 min.
Communicating the vision in order for people to understand the present situation and future state Communicate the means in which to obtain the vision Keep it Simple; Lose the Jargon Create Verbal Pictures Multiple Forums; Repetition Lead by Example; Your Behavior Speaks Explain the Appearance of Inconsistencies 2- Way: Listen as Well as Share Perception is that people know the vision, but don ’t really, vision communication is only one small % of total communication
Is there organizational alignment? Are the structures congruent with the change? How is politics managed? How is non-compliance dealt with? Does the culture allow for changes? What about the HR systems and procedures? Do people have the necessary skills and training to carry out the change? How about resources? Sponsors : Senior management leaders - the driving force of change - must walk the walk. Advocates : Allies of leaders, deploy the vision - communicate - involve - sell – MOTIVATE the masses. Agents: Influence sponsors ’ commitment, target resistance, measure readiness, assess existing people/structures Targets : Everyone in organization - develop, train, reinforce, support
Planning for visible improvements in performance, or “wins” to show that change is possible and positive Create those wins Visibly recognizing “winners” & overcome resistance Make obtainable, visible, unambiguous targets related to change Communicate the wins Show that sacrifices are worth it – “No pain, no gain” Work the network to build momentum and keep people on board Use dialogue to convince non-believers Visibly recognizing and rewarding those people who made the wins possible – create heroes Build a winning culture Plan for and create regular “wins” Recognizing and rewarding people who facilitate the “wins” Momentum is building, less resistance You get what you reward
Begin small and roll these in to something bigger Build momentum… Additional and larger change projects Increase scope of change - use increased credibility to change more systems, structures, and policies that don ’t fit together and/or don’t fit the vision. Hire, promote and develop people who can implement the change vision Reinvigorating the process with new projects, themes and change agents But, know the network and the interconnections Increase resources Have senior management lead through clarifying the vision and keeping the sense of urgency Eliminate interdependencies Use increased credibility to change other systems that don ’t fit the vision Hire, promote, and develop people who implement the change vision Reinvigorate the process with new projects, themes, and change agents Don ’t let up
ANCHORING NEW APPROACHES IN THE CULTURE Culture is a double edged sword ie. The culture that promotes change can also hinder change Change often requires a new or change in organizational culture Culture is difficult to change Results need to come first and this has to be embedded into the organizations “way of doing things” Steering organizational culture is like running in front of a moving bus and yelling stop! What kind of culture is required to support the vision? Changing culture is much more than symbols. Culture permeates who is recruited, promoted, rewarded, organizational structures, as well as power structures. May involve turnover. Maintain clear focus. Cultural change comes last, not first. Embrace resistance. Respect those who resist. Shared throughout firm, Both product and process, Influences how business is conducted
This may seem like “consulting jargon” – but a sense of control is essential for peoples experience of stressful events. Research on stress shows that the percieved control is a central mediator for stress. How can this sense of control be created in a change proces involving many people? I would like to hear from you: How many of you have been part of what you would consider a participative change process?
http://www.cisco.com/warp/public/126/chmgmt.shtml
1:30 – 3:30 intro and groupwork 3:30 – 5:00 presentations and discussion
This may seem like “consulting jargon” – but a sense of control is essential for peoples experience of stressful events. Research on stress shows that the percieved control is a central mediator for stress. How can this sense of control be created in a change proces involving many people? I would like to hear from you: How many of you have been part of what you would consider a participative change process?
Concepts - Presenting the best and the latest To develop an understanding of the complexity and dynamics of change in organizations To expose participants to concepts, theories, and models for leading change Competence - Translating knowledge into ” actionable knowledge ” To actively integrate leading change concepts with practice through developing and discussing a change project To develop participants ’ ability to analyze situations, generate options, make grounded decisions, and take action on the basis of knowledge To provide participants with an interactive and reflective team experience in which everyone (participants and faculty) learns together Capital - Leading change for business performance To strengthen your personal networks
The stakeholder should be some one who is involved in and has experience of the issue or challenge you will focus on for the Live Project The stakeholder should be able to support you by helping you get access to the people and information you might need to help complete the project. The stakeholder should also act as a sounding board for your thoughts and ideas as well as some one who can give you feedback when you implement your plans.
Human on left side (more participative) and technical on right side (less participative)
Completing the project for the course means not only implementing the change but also developing a means with which to measure and evaluate the effects on the organization ’s business performance.
Prioritize Your Stakeholders Where do stakeholders place the project? High Use to recruit appropriate team members Change management requires to manage impacted stakeholders with a vested interest in the change and ensuring non impacted vested stakeholders know they are not impacted High power, interested people: these are the people you must fully engage and make the greatest efforts to satisfy. High power, less interested people: put enough work in with these people to keep them satisfied, but not so much that they become bored with your message. Low power, interested people: keep these people adequately informed, and talk to them to ensure that no major issues are arising. These people can often be very helpful with the detail of your project. Low power, less interested people: again, monitor these people, but do not bore them with excessive communication. Can you add new stakeholders to change balance? Can you get oppositional stakeholders to leave? Can you increase influence pro-change stakeholders Can influence antagonists be decreased? If too strong, should revisit change proposal?
This may seem like “consulting jargon” – but a sense of control is essential for peoples experience of stressful events. Research on stress shows that the percieved control is a central mediator for stress. How can this sense of control be created in a change proces involving many people? I would like to hear from you: How many of you have been part of what you would consider a participative change process?
Phases?
Stakeholder mapping – Responsible, accountable, consulted, informed The new market plan Risk analysis and mitigation plan Communication plan for All => intranet, Frequent Asked Questions Change agents, workshops, focus groups, pre change involvement Each stakeholder; R esponsible, A ccountable, C onsulted, I nformed Road shows, town hall meetings, themes ... Roll out plan Training Short wins, secure current and new revenue streams Updated Role descriptions, scrap old ones! Cadence systems, scrap old ones! Target letters, scrap old ones! May need union involvement. Incentive plans, scrap old ones! May need union involvement. Early ER/IR, union involvement if major change
Prioritize Your Stakeholders Where do stakeholders place the project? High Use to recruit appropriate team members Change management requires to manage impacted stakeholders with a vested interest in the change and ensuring non impacted vested stakeholders know they are not impacted High power, interested people: these are the people you must fully engage and make the greatest efforts to satisfy. High power, less interested people: put enough work in with these people to keep them satisfied, but not so much that they become bored with your message. Low power, interested people: keep these people adequately informed, and talk to them to ensure that no major issues are arising. These people can often be very helpful with the detail of your project. Low power, less interested people: again, monitor these people, but do not bore them with excessive communication. Can you add new stakeholders to change balance? Can you get oppositional stakeholders to leave? Can you increase influence pro-change stakeholders Can influence antagonists be decreased? If too strong, should revisit change proposal?
How are people to be substituted?
Interaction and engagement is necessary to get the message to stick!!
Who does PM represent: How to select a pm who satisfies all partners? Need PM who really communcates overall picture to all parties to ensure collective competence, can have mgr who just communicates pieces of picture and thus have good project mgt, but to gain collective competence mgt, then need communicator of overall picture Coordination – not just coordinating activities, but also relationships, connecting people, bringing people together, so can build shared understanding. Someone has to bring them together. Project manager – bringing people together. Uses his network, connecting people, building relationships, understanding where the power is in the network. Communication – talking with all people in project.
From Star and Griesemer (1989), boundary objects have several important properties: Boundary Objects Brian Marick [email_address] www.testing.com, www.visibleworkings.com If x is a boundary object, people from different communities of practice can use it as what Chrisman (XXX) calls a COMMON POINT OF REFERENCE for conversations. They can all agree they're talking about x . But the different people are not actually talking about the same thing. They attach DIFFERENT MEANINGS to x . For example, a story card that says "allow alpha chars in customer ID field" might be, to a programmer, a reminder to change class definitions and update a database schema. To the business expert, it might represent an enabling step in merging the operations of two companies. People use boundary objects as a MEANS OF COORDINATION AND ALIGNMENT (Fischer and Reaves 1995). Story cards are a tool XP projects use to align what the programmers build with what the business expert wants. Despite different interpretations, boundary objects serve as a MEANS OF TRANSLATION. If it becomes important that the programmer understand more about business operations being merged, the story card can be used to smooth the process of explanation (for example, by delving more deeply into the meaning of the words on the card). Boundary objects are PLASTIC enough to adapt to changing needs. And change they do, as communities of practice cooperate. Boundary objects are WORKING ARRANGEMENTS, adjusted as needed. They are not imposed by one community, nor by appeal to outside standards (Bowker and Star 1999). The boundary object must satisfy DIFFERENT CONCERNS SIMULTANEOUSLY. In agile projects, the brief task descriptions and the conversation around them satisfies the business expert that something of actual business value will soon be produced while also satisfying the programmers that they are not committing to do more than they can.