Uploaded byMike Leber
Let the Change flow!
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.
Let the Change flow!
- 1. Let the Changeflow! Mike Leber Agile & Lean Coach Twitter: @michael_leber http://agileexperts.at
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- 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 disciplineoverindividuals 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
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- 6. @AgileExperts | http://agileexperts.at IUMRINGTQ GQNGIUSIQNS What do you read? Copyright: Mike Rother
- 7. @AgileExperts | http://agileexperts.at IUMRINGTQ GQNGIUSIQNS Our brain automatically fills in blanks, instead of saying to us “Sorry, I don’t know yet” Copyright: Mike Rother
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- 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!
- 10. @AgileExperts | http://agileexperts.at Internal(Intrinsic) External Emotions + Positive - Negative
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- 12. Change needs tobe Adaptive Via Jason Little @AgileExperts | http://agileexperts.at Lean Change Management Cycle Jason Little
- 13. Change needs tobe 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
- 14. @AgileExperts | http://agileexperts.at Changemeans Movement Jason Little
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- 16. @AgileExperts | http://agileexperts.at Insights& Options Jason Little
- 17. @AgileExperts | http://agileexperts.at CultureHacks Jason Little
- 18. Change means Decision-Making under Uncertainty andInvitation to Pull for Exploration
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- 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 Startwith 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 SpecialOffer 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
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- 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
- #2 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
- #3 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.
- #4 Lets start with Operational Excellence first, And that‘s where the Agile Manifesto can help us a lot to understand, where we come from
- #6 Crossing arms exercise What change actually needs: Attitude, Behavior , Climate
- #10 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
- #12 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
- #13 Not a linear proces It needs to be hypothesis- and feedback driven It finally has to be a custom approach
- #14 Not a linear proces It needs to be hypothesis- and feedback driven It finally has to be a custom approach
- #22 Short summary Hint to LCA workshop, Berlin, Sep, abt 20 people, 3 Tickets at reduced price
- #26 Short summary Hint to LCA workshop, Berlin, Sep, abt 20 people, 3 Tickets at reduced price