Today we see ever-increasing number of companies are announcing they started or (completed?!?) “Agile Transformation”s in their organizations. We observe very different approaches; some starts within a team and cannot not go more. Or some of them requires re-organization of IT, or even whole company, according to a framework. Analysts’ reports claim that only few of these transformations are successful. ​ We will talk about the most common issues and look for general patterns related with these programs. We will also talk how we can increase our chance to be successful, where we can start, how we handle communication with stakeholders, how we can track about our progress. (https://www.flowconf.com/tuncer-tunc)

1. CHANGE
MANAGEMENT
& KMM
Flowconf 2021
Tuncer Tunç

2. AGENDA
WHY CHANGE WHERE TO
START
WHAT TO
MEASURE
KMM
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3. WHY CHANGE?
• The rate of disruption is now faster than ever.
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https://www.innosight.com/insight/creative-destruction/

4. WHY CHANGE?
• We are in a turning point from mass production age to digital age.
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https://blog.tasktop.com/covid-19-triggered-the-turning-point/
https://www.amazon.com/Technological-Revolutions-Financial-Capital-Dynamics-dp-1840649224/dp/1840649224/

5. WHERE (NOT) TO START
Doing a(n Agile) Transformation as a Project
• Fear And Resistance
“The harder you push, the harder the system pushes
back.”
–Peter Senge (Fifth Discipline)
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https://www.amazon.com.tr/Fifth-Discipline-Practice-Learning-Organization/dp/0385517254
https://i.pinimg.com/474x/49/90/fe/4990fe1935b749a9d2d8d62973437e6e--two-men-christian-life.jpg

6. WHERE (NOT) TO START
Doing a(n Agile) Transformation as a Project
• Loss Aversion : Considering potential
losses, preferring to maintain status-quo.
“Losses loom larger than gains”
-Kahneman & Tversky
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https://www.economicshelp.org/blog/glossary/loss-aversion/

7. WHERE (NOT) TO START
Doing a(n Agile) Transformation as a Project
• Agentic State : Just pass off the responsibility for the
consequences to the person giving the orders.
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https://planetpailly.com/2016/03/11/sciency-words-agentic-state/

8. WHERE (NOT) TO START
Doing a(n Agile) Transformation as a Project
• Where is autonomy, mastery and purpose?
• We just prescribed what will you do.
• New roles, new org structure, you are a beginner again.
• Agile Transformation is aiming to reduce cost or increase in profitability
(what is in it for the employees?)
” Imposing agile methods introduces a conflict with the values and
principles that underlie agile methods. ”
- Martin Fowler
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https://martinfowler.com/bliki/AgileImposition.html

9. WHERE (NOT) TO START
Copy – Paste Agile
• Scaled Agile Models, SaFE, Spotify..
“Oganizations are complex, adaptive systems. Be
inspired to lead genuine change in your organization.
Don't put lipstick on a pig. ”
— Paddy Corry
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https://medium.com/serious-scrum/you-want-to-adopt-the-spotify-model-i-dont-think-it-means-what-you-think-it-means-
7df4316081fhttps://www.researchgate.net/publication/345430091_Agile_Transformation_How_Employees_Experience_and_Cope_with_Transformative_Change
-How many agile teams do
we have?
-Are we using Jira?
-Do we have daily stand-up
meetings?

10. WHERE TO START
Start with WHY
• Understand the Challenge
• Define a WHY for change
• Communicate
• Follow it up with social proof,
recognition, and reward
• Create Trust and Psychological safety
for majority and laggards.
• Invite all organization for all steps.
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https://www.amazon.com/Start-Why-Leaders-Inspire-Everyone/dp/1591846447
https://www.researchgate.net/publication/328188274_INTEGRATING_DATA_ANALYTICS_KNOWLEDGE_MANAGEMENT_A_CONCEPTUAL_MODEL

11. WHERE TO START
Empower the How
• There is no one-size-fits-all solution, every organization is unique.
• As organizations are complex adaptive systems, nature of organizational
change is emergent.
• Find «innovators» and «early adapters» in the organization.
• Empower the people and coach them to use agile/lean toolbox.
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https://www.amazon.com/Sooner-Safer-Happier-Patterns-Antipatterns/dp/1942788916/

12. WHAT TO MEASURE
Focus on Outcome
• Outcome is not equal to output. Output may or may not be an indicator for
Outcome.
• Define business outcomes (WHY is linked with this)
• Outcome should reflect and related with
• Customer
• Individual
• Company
• Environment, Social and Governance (ESG)
• OKRs can ben used for alignment in every level of the organization
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https://www.amazon.com/Sooner-Safer-Happier-Patterns-Antipatterns/dp/1942788916/

13. KANBAN MATURITY MODEL
Kanban Method & Change Management
Kanban is an evolutionary change management
method.
• Start with what you do now
• Understand the current processes as actually
practiced
• Respect the current roles and job titles
• Agree to pursue evolutionary change
• Encourage acts of leadership at every level
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https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/organizational-change-management.pdf
https://djaa.com/kanbans-change-management-principles/

14. KANBAN MATURITY MODEL
Kanban Maturity Model (KMM)
• It is a playbook and roadmap for organizational change thru Kanban Method.
• Categorizes the organizations into 7 maturity level.
• The model classifies more than 150 practices into these levels
• Evolutionary approach requires coaching and mentoring skills.
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15. KANBAN MATURITY MODEL
Values Culture Practices Outcome
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3 Pillars of KMM
• Model has 3 pillars: Culture, Practices and Outcome
• To get intended outcome you need to demonstrate related practices.
But, how do we help our organization to get there?

16. KANBAN MATURITY MODEL
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Why Maturity Levels?
• KMM provides a mechanism to understand
maturity level of the organization and then
offers a roadmap to make progress thru
maturity levels (MLs).
• Each maturity level has practices linked to
cultural values.
• Required progress to reach desired outcome
can be considered as a roadmap on this
practice-cultural value pairs
https://www.kanbanmaturitymodel.com/

17. KANBAN MATURITY MODEL
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Assessing Values
First define «where are we now»
• Understand the current reality
• Asses values by gathering evidences
• Data – metrics, facts
• Artifacts – boards and tickets, policies
• Observation – what you see
• Anecdote – what people tell you
https://www.kanbanmaturitymodel.com/

18. KANBAN MATURITY MODEL
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Evolutionary Change Formula
Devise an approach to influence awareness of that value by:
Stressor: Define the problem.
Reflecion Mechanism : Expose the problem and create awareness about it.
Leadership :Taking action about the problem.
https://www.kanbanmaturitymodel.com/

19. KANBAN MATURITY MODEL
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Levels within the Levels !
KMM also provides a mechanism to disrupt and digest the progress in a healty
way :
• Each Level (except ML0 and ML6) has 2 sub-levels of practices
• Transition practices : Disrupting the status-quo
• Consolidation practices: Digest and consolidate by external support
https://www.kanbanmaturitymodel.com/

20. Q&A
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21. THANK YOU
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You can reach out me:
tuncer.tunc@gmail.com
www.linkedin.com/tuncertunc/
https://twitter.com/tuncertunc_