The document discusses change management and transformation. It provides an overview of the Innovation Vortex model and how it can be applied to change management. It discusses different models for leadership in change, including the differences between change leadership and change management. It then walks through each step of the Innovation Vortex model - from empathizing and defining problems to ideating solutions, building prototypes, testing ideas, and learning from the process. Key aspects of evaluating and improving change initiatives are also summarized.

1. Jurgen Appelo
@jurgenappelo
Transformation
Continuous transformation, systems thinking
Thursday 29 October 2020, 9:00 CEST

2. Product Management = Change Management

3. At the end of this session, you will…
Know how the Innovation Vortex applies
to Change Management
Know the most relevant models for
leadership in change and transformation

4. Change Leadership vs. Change Management
https://www.lifehack.org/674254/leadership-vs-management-is-one-better-than-the-other
Management is a job
(system-oriented)
Leadership is a role
(people-oriented)
Manage the system, lead the people!

5. Innovation Vortex
Who said this only
applies to customers?
Companies must keep
reinventing themselves,
therefore this applies to
your business too.
Contextualize (Frame)
Empathize
(Discover)
Synthesize
(Define)
Hypothesize
(Ideate)Externalize (Build)
Sensitize
(Test)
Systematize
(Learn)

6. The 7 streams of the Innovation Vortex
Wrapping up
Transformation

7. How do you choose which
domain to focus on? How do
you decide what is in-scope
versus out-of-scope?
Contextualize
(Frame)

8. Photo by Taylor Harding on Unsplash
Photo by Sharon McCutcheon on Unsplash
Change Transformation
Redefinition of yourselfModification of yourself

9. Keep in mind
that different
stakeholders will
have different
motivations.
https://agilevelocity.com/article-metrics-in-agile-how-to-measure-transformation/
Employee Engagement: More satisfied and committed workers
Continuous Improvement: Ability to gain efficiency and effectiveness
Innovation: Development of new ideas, products, and solutions
Customer Satisfaction: Better experiences for users and clients
Market Responsiveness: Faster pivots to respond to new demands
Productivity: Better cadence of delivery and business decisions
Speed: Bringing ideas and features faster to the market
Quality: Better matching the minimum expectations of users
Predictability: Less variance, more business value, at reduced costs
Start with Why

10. Exploration Execution
Lifecycle stages (maturity) of the business model
Where are we
changing or
transforming?

11. Change and
transformation
happen at
different levels
https://www.leanability.com/en/blog-en/2017/04/flight-levels-the-organizational-improvement-levels/
Flight Levels for Organizational Improvement

12. How far are we with the change or transformation?
https://jurgenappelo.com/how-to-change-the-world/
https://en.wikipedia.org/wiki/Diffusion_of_innovations

13. The change/transformation context
Why are we changing or transforming?
Which organizational levels are involved?
Which lifecycle stages are involved?
How far are we in the change or transformation?

14. How do you work to understand
people’s experiences? How do
you try to uncover their needs
and feelings?
Empathize
(Discover)

15. Ethnographic Research
Photo by Blake Wisz on Unsplash
Observe what
people need

16. Empathy Maps
Collect everything
you’ve seen

17. How do you work on
a cohesive picture of
needs and feelings?
How do you clarify
people’s problems?
Synthesize
(Define)

18. Moving Motivators
management30.com/practice/moving-motivators
An organization is a social system where people are
motivated to be innovative and productive.
The question is, “What motivates and demotivates?”

19. Make allies, not enemies
Photo by Tanushree Rao on Unsplash
For every impacted worker,
answer the question,
“What’s in it for me?”

20. Many workers suffer from
learned helplessness
Photo by Clay LeConey on Unsplash

21. How do you come up with ideas to
address the problems? How do
you brainstorm about solutions?
Hypothesize
(Ideate)

22. “Where do we start?”
Photo by Nathan Dumlao on Unsplash
B = f(P,E)
Behavior depends
on personality and
environment

23. Five ways of
tweaking the
environment
Don’t change the person, change the environment
https://jurgenappelo.com/how-to-change-the-world/

24. Another good
categorization of
of things-to-do as a
change manager
https://jurgenappelo.com/how-to-change-the-world/
https://www.prosci.com/adkar/adkar-model
ADKAR® Change Management Model

25. Find role models that
found themselves in
a similar situation.
Photo by Andreas Dress on Unsplash

26. How do you build
prototypes for
possible solutions?
How do you prepare
iterative releases for
experiments?
Externalize
(Build)

27. Start small, grow big
https://www.goodreads.com/book/show/583785.The_Systems_Bible
John Gall
“A complex system that works
is invariably found to have
evolved from a simple system
that worked. A complex system
designed from scratch never
works and cannot be patched
up to make it work. You have to
start over with a working
simple system.”

28. Start building discipline.
Learn to do things
repeatedly and reliably.

30. How do you check
how people respond
to your ideas? How
do you validate the
experiments?
Sensitize
(Test)

31. Customer interactions
Implemented suggestions
NPS, Fit for Purpose
Retention, referrals
Work
Output
Outcome
Impact
Measure the change or transformation
Warning!
Targets for leading
metrics may have
unintended
consequences for
lagging metrics.
Leading
Lagging

32. Everything is connected
Watch out for hidden
dependencies and
unintended consequences!
Photo by Khara Woods on Unsplash

33. Jurgen’s Sensemaking Model
Confusion
Clarity
CrisisConvolution
(Complicated)
Coherence
(Complex)

34. How do you reflect on what you
learned so far? How do you evaluate
how to improve your systems?
Systematize
(Learn)

35. Kotter’s 8-
Step Process
for Leading
Change
https://www.kotterinc.com/8-steps-process-for-leading-change/

36. What usually
happens when
changes are made
https://stevenmsmith.com/ar-satir-change-model/
Virginia Satir Change Model

37. The Lean-Agile
approach to
change and
transformation
Lean Change Management
https://leanchange.org/resources/lcm/

38. Intrapreneur
Product
Vision
Startup Team
Product
Vision
Business
Model
Metrics
Dashboard
Scaleup Unit
Product
Vision
Business
Model
Metrics
Dashboard
Agile
Scaling
Growth
Board
Innovation
Board
Innovation
Strategy
Innovation
Portfolio
Gatekeeper
Innovation
Scorecard
Innovation
Accounting
Metered
Funding
Management
Performance
Incentives
Executive
Sponsor
Division
Product
Vision
Business
Model
Metrics
Dashboard
Agile
Scaling
Lean
Production
Growth
Board
Organization
Design
Coaches
Workshop
Training
Innovation Funnel
1 Initiation
2 Expedition
3 Formation
4 Validation
5 Stabilization
6 Acceleration
7 Crystallization
MaturityLevels/LifecycleStages
Exploration
Execution
Innovation
Vortex
Current
Organization
Continuous Innovation & Transformation
8 Expansion
9 Conservation
10 Finish
Transform
per stage

39. The 7 streams of the Innovation Vortex
Wrapping up
Transformation

40. https://hbr.org/2015/01/we-still-dont-know-the-difference-between-change-and-transformation
https://agilevelocity.com/article-metrics-in-agile-how-to-measure-transformation/
https://www.theros.digital/the-invisible-third-rail-in-digital-transformation/
https://www.leanability.com/en/blog-en/2017/04/flight-levels-the-organizational-improvement-levels/
https://medium.com/@warren2lynch/a-comprehensive-guide-to-kotters-8-step-model-of-change-43d4eb86f1ea
https://stevenmsmith.com/ar-satir-change-model/
Resources

41. hello@shiftup.work
shiftup.work