The document discusses the need for change when adopting agile practices. It emphasizes that change does not work with a one-size-fits-all approach and must consider context, culture, environment, and people. Successful change requires crafting an individualized change framework that is feedback-driven, validates learning, and provides options and choices.
3. @AgileExperts | http://agileexperts.at
Agile – Need for Change
What did we Learn?
• Purpose, Product, Value
• People, Collaboration, Growth
• Trust
• Adaptation
Where did we come from?
• Organizational Silos
• Low levels of Collaboration
• Challenged Quality of Deliverables
• Low Customer Focus
• Unflexible regarding Change
agilemanifesto.org
4. Team vision and
disciplineover individuals and
interactions
(over processes and tools)
Validated learningover working
software
(over comprehensive documentation)
Customer discoveryover
customer collaboration
(over contract negotiation)
Initiating changeover
responding to change <
(over following a plan)
Kent Beck’s
Beyond Agile Manifesto
http://www.forbes.com/sites/stevedenning/2011/0
5/04/innovation-applying-inspect-adapt-to-the-
agile-manifesto
9. @AgileExperts | http://agileexperts.at
J-Curve - Transforming through Change
People are
Different!
Virginia Satir Model
Hints:
1. Question this approach for a social system. Instead
2. Question high failure rates of Change Initiatives
Apply more differentiated views instead!
12. Change needs to be Adaptive
Via Jason Little
@AgileExperts | http://agileexperts.at
Lean Change Management Cycle
Jason Little
13. Change needs to be Adaptive
Via Jason Little
@AgileExperts | http://agileexperts.at
Lean Change Management Cycle
FEEDBACK-DRIVEN
CO-CREATE CHANGE
PEOPLE-FIRST
ADAPTABLE
CONTINUAL PLANNING
AND EXECUTION
PLAN-DRIVEN
CREATED BY ‘CHANGE TEAM’
PROCESS-FIRST
NOT ADAPTABLE
PLAN->EXECUTE->CLOSE
• How People Experience Change
• How to Create Alignment for Change
• How to Design Change Experiments
• How to Architect your own change framework
Jason Little
21. @AgileExperts | http://agileexperts.at
Summary
• Change does not work via one-size-fits.
It is more about Capability than Destination
• Context is King – Culture, Climate, Environment,
People
• Options & Choices are Key
• Probability for Success increases via crafting
your own change framework
• Feed-back Driven, Validating, fostering Learning
22. @AgileExperts | http://agileexperts.at
Start with change canvases at all levels
Weekly Lean Coffee sessions to explore the transformation
Review Options and Experiments weekly
Visualize the change
Help the early adopters not give up!
Be deliberate about what not to change
Magnify the organizational barriers that are preventing change
Perspective Mapping
Deliberate structure changes
Remove old processes
Expand the change to other indirectly affected areas of the
organization
Evolve your experiments to avoid the status quo
Jason Little
23. @AgileExperts | http://agileexperts.at
Special Offer for Participants:
3 Discounted Seats available at -25%
Register at http://agileexperts.at/scrumimpulz
Use coupon: scrumimpulz
Lean Change Agent
Workshop
Berlin, Sep 22+23, 2016
25. @AgileExperts | http://agileexperts.at
Summary
• Change does not work via one-size-fits.
It is more about Capability than Destination
• Context is King – Culture, Climate, Environment,
People
• Options & Choices are Key
• Probability for Success increases via crafting
your own individual Change Framework
• Feed-back Driven, Validating, fostering Learning
Editor's Notes
Introduction
We help our clients to use various methods, such as Scrum, Kanban, Innovation Technologies etc, in order to achieve Agility. But this is not limited to Agility we know from the Manifesto.
Why? Let‘s face reality.
Smartphone – showing as exampel
It is not about the brand, ist about the functionality
Can buy a flight ticket
Can order and pay a taxi
Can check the stock exchange and the weather
Can check, which of my friends is nearby
Can exchange rich media
Can talk via whatsup
Basically unlimited options of this device
Now think 10 years back
Smartphones were rare
Most of us had phones we could use for phoning
It is probably no coincidence, that telco companies, who were leaders 10 years ago, who provided the best technology of these days, don‘t play the same important role in the smartphone market anymore
----------
Praxisbeispiele, wie die beiden „Antriebsaggregate“ effektiv miteinander angesteuert werden können, so dass Innovation und Verbesserung in einer Organisation koexistieren können
Führungskräfte und Change Agents hören, was es bedeutet, die zwei durchwegs unterschiedlichen Paradigmen in Einklang zu bringen, miteinander im Verbund zu betreiben, über die möglichen Blockaden und förderliche Erfolgsfaktoren
Story:
Digitalization, big buzzword, but about to basically turn around each and every industry 180 degrees
We can not even foresee, what the future will be about
But what we see is different types of business possible with lowest transaction and marginal cost (mobile, data, ressources, global workforce etc)
Different assumptions of customers / maybe consumers about quality of services
Different assumptions of young people, what to expect from workplace
Most established organizahtions not fit for this
And 1000s of startups around the globe working on disrupting industries, backed by big money
Social Media, Airbnb, Uber, Tesla, just tiny examples, If we just lock at blockchain technology, possibly making banks redundant in the future
Story about my train ride from Vienna today. All trains delayed. Always required not only to look for alternative, but also to take other destination train-station. Different quality of train. Focus: arriving at the conference, it not on time, then at least asap (for listening & talking with people) and giving my talk.
Lets start with Operational Excellence first, And that‘s where the Agile Manifesto can help us a lot to understand, where we come from
Asking the audience:
Anybody recently gone through a bigger change? Maybe even through an Agile Transformation?
Anybody in the middle of it?
How did it go? Thumbs up? Issues?
J-Curve myth
Problem with:
Installed change
Shu-Ha-Ri
A change approach has to adapt to context, environment, people / individuals
Change is of course not a purpose itself
Transformational change is usually even not about a specific target, but rather about growing capabilit
Not a linear proces
It needs to be hypothesis- and feedback driven
It finally has to be a custom approach
Not a linear proces
It needs to be hypothesis- and feedback driven
It finally has to be a custom approach
Short summary
Hint to LCA workshop, Berlin, Sep, abt 20 people, 3 Tickets at reduced price
Short summary
Hint to LCA workshop, Berlin, Sep, abt 20 people, 3 Tickets at reduced price