This document discusses challenges with implementing agile and lean change management. It provides perspectives from different groups on why change efforts fail. It advocates using tools like perspective mapping, change canvases and experiments to better understand resistance to change and involve those affected to design changes. The document emphasizes facilitating, sparking and signaling change rather than forcing it, and being the first to follow or involve others in change design. The overall message is that successfully managing change requires a blended, feedback-driven approach.

1. Lean
Change
Management
@jasonlittle
#almchicago

4. TRANSFORM!

5. YOU ARE HERE
UTOPIA IS HERE…WE THINK
OR WAS IT HERE?

6. Agile Installation
1 of 12

7. Registering for CSM Course….Renaming Job: project manager to scrum masterRegistering Agile Governance process…Creating Agile QA roleCreating Agile Centre of Excellence
Critical Error: Tried Doing Agile instead of
Being Agile. Installation will now revert.

8. Firing Agile Coaches…Preparing bad performance reviews for managers and staff…Preparing year end bonuses for executive team…
Unable to un-install Agile. Teams have gone
rogue. Run for your life.

10. Methodologists
say…
“You
didn’t
use
the
tool
right”

11. Culture
junkies
say…
“you
didn’t
change
your
culture!”

12. Mindset
people
say…
“you
didn’t
develop
the
agile
mindset!”

13. Management
gurus
say…
“your
management
didn’t
support
it!”

14. Agile
Zealots
say…
“you
were
doing
agile,
not
being
agile!”

15. System
thinkers
say…
complex
adaptive
systems
theory
says
that
you
can’t…

16. Complexity
thinking
by
Dave
Mustaine.
Hindsight
is
always
20/20…but
looking
back
it’s
still
a
bit
fuzzy.

17.
The
truth
is,
we
all
suck
at
agile

18. 0
15
30
45
60
2006 2007 2008 2010 2011 2012 2013 2014
Failure to Change Culture General Resistance to Change
Lack of Skill Lack of Management Support
9 Year “Barriers to Agile” Trend from Version One “State of Agile” Survey

19. 70%

20. 30%
1995 – Kotter: 30%
1998 – Turner and Crawford: 33%
2005 – Procsi: 29%
2008 – Mckinsey: 30%
2011 – Standish Group: 34%
Hammer and Champy – 1993
Beer and Nohria – 2000
Senturia – 2008
http://www.bcs.org/upload/pdf/markhughes-060910.pdf

21. people

22. Step 2 Step 3Step 1

24. http://www.shitcreekpaddleshop.com/

25. The REAL Craig Larman

26. CAN’T

27. Let “Can’t” be the start of the story, not the ending
-David Dame

28. EXECUTIVES
MANAGERS
TEAMS/STAFF
PERSPECTIVE
DATA
SUPPORTING
THE CHANGE
HOLDING BACK
THE CHANGE
THEME 1 THEME 1I
Perspective Mapping
leanchange.org/perspectivemapping

29. Alignment for Change Using LSP®
leanchange.org/lego

30. Alignment for Change Using Change Canvases
leanchange.org/alignment

31. What
is
affected?

32. Alignment for Change Using Change Canvases
leanchange.org/alignment
Visualize
it.

33. Alignment
Perspective
Map
Change
Canvas
Insights
Learn
about
the
system
we
want
to
change.
Surveys
Lean
Coffee
ADKAR
Survey

34. Options
What
can
we
do
now?
How
hard
will
it
be?
Is
it
worth
it?
What
can
wait?
CostValue

35. Experiments
Think
of
changes
as
small,
time-­‐
bound
Experiments

36. A
Feedback-­‐Driven
Approach
to
Change
leanchange.org

37. “All mankind is divided into three classes: those that are
immovable, those that are movable, and those that move”
- Benjimin Franklin

38. Movers

39. Moveables

40. Immovables

42. FACILITATE
“make the change easier”
SPARK
“inspire!”
SIGNAL
“remind”

43. The way things
work around
here

44. 1. Be the lone nut
or the first follower.
2. Involve the
people affected by
the change in the
design of the
change.

45. Lean
Change
Management
A collection of stories based on
using ideas blended together by
stealing from Agile, Lean Startup,
Change Management,
Organizational Development and
more.
leanchange.org
@jasonlittle