Subject to Change
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The document discusses how change programs often fail and what can be done differently. It notes that while everyone wants change, they often resist being changed. Traditional top-down change programs tend to view employees as resistant to change rather than empowering them. The document presents examples of companies that have achieved change by shifting to more collaborative, bottom-up models that give employees autonomy and accountability. These include Semco, HCL, and Whole Foods, which empower store employees. The document argues this new management approach of openness, meritocracy, flexibility, and collaboration can enable successful organizational change.
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Subject to Change
- 1. Subject to Change How & why your change program is going to fail, and what you can do about it Francisco Trindade
- 2. Management ? Change Reverse Accountability Changing So ware Organisations Agenda
- 3. Francisco Trindade @frankmt blog.franktrindade.com Who?
- 4. New Challenges New Markets Competition ... Everybody wants change
- 5. New Challenges New Markets Competition ... Everybody wants change
- 6. New Challenges New Markets Competition ... Everybody wants change
- 7. CO2 Emissions Internet Connections Data Storage Mobile Devices Connected to the Internet Genome Sequencing Everybody wants change
- 8. “Change has changed” Gary Hamel CO2 Emissions Internet Connections Data Storage Mobile Devices Connected to the Internet Genome Sequencing Everybody wants change
- 9. Modern Management Everybody wants change
- 10. Modern Management 1920 Everybody wants change
- 11. Modern Management Changing Organisations Everybody wants change
- 12. Changing Organisations Bo om-up Everybody wants change
- 13. Changing Organisations Driven by Employees (hopefully...) Bo om-up Everybody wants change
- 14. Changing Organisations Driven by Employees (hopefully...) Bo om-up Everybody wants change
- 16. Changing Organisations Top-Down Change programs Everybody wants change
- 17. Changing Organisations Top-Down Change programs “Let’s go Agile” ...use Kanban” ...use Ruby” Everybody wants change
- 18. Change programs Everybody wants change
- 19. Change Planning programs Training Coaching Mentoring Influencing ... Everybody wants change
- 20. Change “People don’t resist change, they programs resist being changed” Peter Senge Change! No, thanks... Everybody wants change
- 21. “Let’s go Agile” ...go Lean” ...use Ruby” Uniformity Everybody wants change
- 22. “Let’s go Agile” ...go Lean” ...use Ruby” Uniformity == Control Everybody wants change
- 23. Control God Complex Tim Harford h p:// .ted.com/talks/tim_harford.html Everybody wants change
- 24. Control God Complex Tim Harford h p:// .ted.com/talks/tim_harford.html “In the face of an incredibly complicated problem, people are absolutely convinced they understand the way the world works” Everybody wants change
- 26. Everybody wants change ?
- 29. Everybody wants learning ?
- 31. adaptability learning innovation management -driven
- 32. adaptability learning innovation management -driven #not
- 33. management
- 34. workers Improve the system Improve Work Learning to See Mike Rother and John Shook management
- 35. managers employees
- 37. employees managers Reverse Accountability
- 38. Semco Brazil
- 39. Semco industrial democracy Brazil
- 40. Semco industrial democracy Brazil employees can select their managers
- 41. Semco industrial democracy Brazil employees can select their managers choose when they come to work
- 42. Semco industrial democracy Brazil employees can select their managers choose when they come to work vote for decisions that affect them
- 43. Semco industrial democracy Brazil employees can select their managers choose when they come to work vote for decisions that affect them 3000 workers in 2003 US$ 4 million in 1982 to US$212 million in 2003
- 44. Semco industrial democracy Brazil employees can select their managers choose when they come to work vote for decisions that affect them “Control is an illusion” Ricardo Semler 3000 workers in 2003 US$ 4 million in 1982 to US$212 million in 2003
- 45. HCL India
- 46. Employees first, customer second HCL India
- 47. Employees first, customer second HCL India employees can submit tickets against their managers
- 48. Employees first, customer second HCL India employees can submit tickets against their managers ask questions directly to the ceo
- 49. Employees first, customer second HCL India employees can submit tickets against their managers ask questions directly to the ceo submit and vote for ideas
- 50. Employees first, customer second HCL India employees can submit tickets against their managers ask questions directly to the ceo submit and vote for ideas In the first year, a rition rate halved and revenue grew 34%
- 51. Employees first, customer second HCL India employees can submit tickets against their managers ask questions directly to the ceo submit and vote for ideas In the first year, a rition rate halved and revenue grew 34% “Kill the idea that the CEO holds the company’s strategy” Vineet Nayar
- 53. store employees decide who to hire Whole foods United States
- 54. store employees decide who to hire decide pricing Whole foods United States
- 55. store employees decide who to hire decide pricing decide ordering Whole foods United States
- 56. store employees decide who to hire decide pricing decide ordering are evaluated against store results Whole foods United States
- 57. “Peer pressure enlists loyalty in ways that bureaucracy doesn’t” John Mackey, CEO and co-founder, Whole Foods store employees decide who to hire decide pricing decide ordering are evaluated against store results Whole foods United States
- 58. New Management
- 59. Openness Meritocracy Flexibility Collaboration Gary Hamel - Reinventing the Technology of Human Accomplishment h p://tinyurl.com/3l4ggs3 New Management
- 60. Openness Meritocracy Flexibility Collaboration Gary Hamel - Reinventing the Technology of Human Accomplishment h p://tinyurl.com/3l4ggs3 New Management
- 61. Openness Meritocracy Flexibility Collaboration Gary Hamel - Reinventing the Technology of Human Accomplishment h p://tinyurl.com/3l4ggs3 Changing Organisations
- 62. Changing So ware Organisations
- 63. Front-End Backend Technology Based Teams Database Changing So ware Organisations
- 64. Lean Startup in the Enterprise Jez Humble - Agile 2011 Amazon’s product teams Changing So ware Organisations
- 65. business-aligned teams Changing So ware Organisations
- 66. Independent business-aligned teams Product Reviews Shopping Cart Wish List Changing So ware Organisations
- 67. Waterfall...? Scrum! Independent business-aligned teams Decision autonomy Lean! Changing So ware Organisations
- 68. Scrum Zone Nothing to see here Independent business-aligned teams Decision autonomy Yes, we Visibility across kanban! teams Changing So ware Organisations
- 69. Oh well... Delivered! Independent business-aligned teams Decision autonomy Visibility across Delivered! teams Data-based results comparison Changing So ware Organisations
- 70. Independent business-aligned teams Decision autonomy Visibility across teams Data-based results comparison Knowledge sharing Changing So ware Organisations
- 71. Independent Openness business-aligned teams Meritocracy Decision autonomy Visibility across Flexibility teams Data-based results Collaboration comparison Knowledge sharing Changing So ware Organisations
- 72. Independent Openness business-aligned teams Meritocracy Decision autonomy Visibility across Flexibility teams Data-based results Collaboration comparison Knowledge sharing Changing So ware Organisations
- 73. Let go of control
- 74. “By having so much stock, I have a loaded gun, but in 25 years I’ve never used it because you can only use it once... ...if I veto someone, the next time they’re going to say, ‘Forget it; he’s going to do what he wants.’ Ricardo Semler
- 75. Thank you franktrindade.com @frankmt
- 76. ? franktrindade.com @frankmt