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Navigating Organizational Change
The document describes a team-based game aimed at facilitating organizational change, focused on efficiently creating postcards for an agile and lean audience. It emphasizes the importance of roles within teams, prerequisites for tasks, and the resistance to change that organizations often face, citing various statistics on the success rates of change initiatives. Additionally, it suggests tools and strategies to support change and highlights the need for cultural alignment with organizational purpose.
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Navigating Organizational Change
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- 2. @leanintuit @mikeeedwards @dwhelan “We cannot solve our problems with the same thinking we used when we created them”
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- 4. @leanintuit @mikeeedwards @dwhelan purpose Weare all part of the A-Team Greeting Card company. We are branching out into postcards. Our target market is agile and lean geeks. The goal of this game is to make as many postcards as you can in 10 minutes. There will be two rounds.
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- 10. @leanintuit @mikeeedwards @dwhelan rules Youall have specific roles depending on your table. Review your role for what you need to do. Please note the pre-requisites that must be met before you can start to work. You score when you successfully deploy a post-card to the customer.
- 11. @leanintuit @mikeeedwards @dwhelan round1 p p pp p project managers a a aa a architects d d dd d developers t t t t t testers b b bb b business analysts Note: only the project manager can leave the table.
- 12. @leanintuit @mikeeedwards @dwhelan round1 Reminder: only the project manager can leave the table.
- 13. @leanintuit @mikeeedwards @dwhelan round2 1 b t p a d 2 b t a d 3 b t a d 4 b t a d 5 b t a d p p p p Reminder: self-organize but prerequisites must be maintained
- 14. @leanintuit @mikeeedwards @dwhelan round2 Reminder: self-organize but prerequisites must be maintained
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- 16. @leanintuit @mikeeedwards @dwhelan buildfeature what customers want request
- 17. @leanintuit @mikeeedwards @dwhelan requirements whatcustomers get request feature analysis design code test deploy Handoff Handoff Handoff Handoff Handoff
- 18. @leanintuit @mikeeedwards @dwhelan 0 15 30 45 60 20062007 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. @leanintuit @mikeeedwards @dwhelan of change initiatives fail70%
- 20. @leanintuit @mikeeedwards @dwhelan 30% succeed 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. @leanintuit @mikeeedwards @dwhelan I want faster, better, cheaper How can I test in an Agile way? How can I write code in an Agile way? How can I gather requirements in an Agile way?
- 22. @leanintuit @mikeeedwards @dwhelan “Misalignment happens when the organizational structure is not aligned with the espoused theory of the organization’s purpose.” - Craig Larman, Creator of LeSS
- 23. @leanintuit @mikeeedwards @dwhelan HRChange AgileAgile Pilot Team
- 24. @leanintuit @mikeeedwards @dwhelan culture follows structure TRANSFORMATION!
- 25. @leanintuit @mikeeedwards @dwhelan culture follows structure TRANSFORMATION! ANDAND
- 26. @leanintuit @mikeeedwards @dwhelan what transformation means Shared Values (culture) Strategy Structure Systems Skills Style Staff
- 27. @leanintuit @mikeeedwards @dwhelan a new ‘old way’ of organizing Horizon 1 Horizon 2 Horizon 3 Stability Experimentation “Innovation”
- 28. @leanintuit @mikeeedwards @dwhelan create a petri dish Horizon 1 Horizon 2 SAFe, Agile pilots, ‘Scrumify’ existing teams, mandated ‘innovation time’ Horizon 3 Create a new company inside the existing company that WILL NOT conform to any existing organizational boundaries!
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- 30. @leanintuit @mikeeedwards @dwhelan tools to support change 1.lean coffee 2.share information 3.change canvas 4.perspective mapping 5.blast radius
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- 32. @leanintuit @mikeeedwards @dwhelan shareinformation
- 33. @leanintuit @mikeeedwards @dwhelan changecanvas leanchange.org/alignment
- 34. @leanintuit @mikeeedwards @dwhelan EXECUTIVE MANAGER TEAMS/ PERSPECTIV DAT SUPPORTING THECHANGE HOLDING BACK THEME THEME 2 - perspective mapping leanchange.org/perspectivemapping
- 35. @leanintuit @mikeeedwards @dwhelan blastradius leanchange.org/blastradius CUSTOMERS Processes Affected PRODUCT 1 DEV QA PROCESS STATUS REPORTS PILOT TEAM OPS DEPENDENT TEAM(S) People Affected Directly Affected In-Directly Affected Observers + Movers - Immovables Moveables + + - MARKETING - ! Hard to change “Easier” to change !
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- 38. @leanintuit @mikeeedwards @dwhelan Organizations are implicitly optimized to avoid changing the status quo middle-‐ and first-‐level manager and “specialist” positions & power structures. Larman’s Law: Your only impediment to transformation.
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- 41. @leanintuit @mikeeedwards @dwhelan lean in with us! leanintuit.com/tac2015 We have a free white paper on a Decade of Agile. Join a virtual coaching circle with us! Contact us to help with change at your organization.