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Lean Change Management at SDEC 13
The document discusses the reasons for failure in agile transformations, highlighting cultural resistance and lack of structured change processes. It presents a lean change management approach that emphasizes engaging those affected by change, developing measurable success criteria, and utilizing various tools and models. Key considerations include understanding the impact of change, communication strategies, and gathering insights to inform ongoing change efforts.
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Lean Change Management at SDEC 13
- 1. Jason Little -Lean Change Management Running an Agile Transformation with Lean Startup Thank you to our Sponsors 1
- 2. Why Does AgileFail?
- 3. Why Agile Fails 1)Failure to change culture 2) General Resistance to change http://www.versionone.com/pdf/7th-Annual-State-of-Agile-Development-Survey.pdf
- 5. 70% of changesinitiatives fail 1) lack of a structured change process 2) Un-predicable nature of people http://www.onirik.com.au/media/Whitepapers/Cracking%20the%20Change%20Code%20White%20Paper.pdf
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- 12. 2 Principles 1) Youcannot control how people will react to change 2) People will be happier if they can help develop the change
- 13. what is ourhypothesis about this change? how will we know it’s been successful? how will we show measurable progress? who’s affected by the change? what commitment do we need from those affected? what are our options? how will we communicate?
- 14. we want thesefolks
- 16. Lean Startup Kanban Retrospectives ® ADKAR 7S Galbraith 5 Star Kotter’s Change Model SCARF FoggModel Satir Lewin Agile tools Traditional CM tools Neuroscience/behaviour
- 17. We want morechefs... and less fast-food cooks
- 18. Hypothesis We are implementingAgile so we can... Success Criteria We will be successful with Agile when... Progress Measures We will know we’re on the right path when...
- 19. what’s the blastradius?
- 20. - change iswithin a solitary team or dept - low-hanging fruit Options value - implies many people are affected - change crosses multiple organizational boundaries cost
- 21. Selected Options become MVCs (minimumviable changes)
- 22. How did peoplereact? innovator! laggard!
- 23. Change Coalition Gather Insightsfrom: - water cooler talk - lean coffee sessions - surveys - measurable outcomes - tools (ADKAR, OCAI, etc) Feed new Insights into new Options
- 24. what’s the urgency? Fromwho’s perspective? Where do we want to go? What commitment do we need from the people affected? True North How will we communicate? Who is affected? What benefit do we think we’ll get?
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