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LEAN CHANGE AND
THE GANG
Dahlia BERISTÁIN GIL
2020-05-14
14 MAY 2020 2
Polls
Leading
Change
with
the
Change
Canvas
Today’s Session
1. Review the foundation
2. Navigate together the sections of the Change Canvas
3. Key Takeaways
4. Now what?
14 MAY 2020 4
Introductions
Kotter 8 steps of change lifecycle
14 MAY 2020 5
Establishing a
sense of urgency
Creating
the guiding coalition
Developing a
Vision & strategy
Communicating the
change vision
Empowering
broad-based actions
Generating
short-term wins
Consolidating gains &
producing more change
Anchoring new
approaches in the culture
Creating the climate
for change
Engaging & enabling
the organization
Implementing & sustaining
for change
14 MAY 2020 6
Polls
Lean Change key principles
Validated learning Negotiated change
14 MAY 2020 7
I. « Validated learning has to come from the people being affected by the change, not the
change agents themselves! »
Introduce
Prepare
Learn
II. « Recipients of any change are co-authors and co-implementers of all aspects of the change»
Lean Change
The Lean Change method is for anyone who is interested in promoting the adoption
of Lean and/or agile principles within his-her team, department, BU, program, or
organization.
14 MAY 2020 8
Flexible
Responsive
Customer-oriented
Mindset
14 MAY 2020 9
Discovering
The Change Canvas
14 MAY 2020 10
1. Is a tool made up of nine sections
2. Its informal, visual, compact nature helps to engage others in negociated change
3. Helps to nurture a cocreative environment
4. Each section is responsible for articulating a key aspect of the change elements
Jeff Anderson
! Change approach inspired by Lean thinking
! Incremental change that impacts a limited
number of people
Change Canvas
14 MAY 2020 11
Change
Participants
• Your description here
• Your description here
Urgency
• Your description here
• Your description here
Vision
• Your description here
• Your description here
Target Options
• Your description here
• Your description here
Commitment
• Your description here
• Your description here
Wins/Benefits
• Your description here
• Your description here
Communication
• Your description here
• Your description here
Success criteria
• Your description here
• Your description here
Actions
• Your description here
• Your description here
Terminology
Change agent: an individual who is the initiator and catalyst for change.
Change participants: individuals who connect with the problem and urgencies
identified.
Change Canvas : suitable for changes aiming at relatively small segment of change
participants, such as a team, program, or department.
Transformation Canvas : we can use the change canvas on a very different scale, to
support planning for large-scale organizational transformations.
14 MAY 2020 12
Change Canvas | Urgency, Change Participants & Vision
14 MAY 2020 13
Change
Participants
• Your description here
• Your description here
Urgency
• Your description here
• Your description here
Vision
• Your description here
• Your description here
Urgency
14 MAY 2020 14
What is the challenge, or
opportunity being
addressed
Why should we act now
What is the urgency behind
the need of change?
Context first
Think big!
What space are you in?
VOC
Change participants
14 MAY 2020 15
Leadership
Credibility Expertise
Position of
power
C L E P
Articulate challenges,
opportunities, problems
with the current situation
in a way that inspires
others
Agree upon urgency
Vision
14 MAY 2020 16
Imaginable Desirable
Feasible Focused Flexible
Communicable
14 MAY 2020 17
Pitfalls to avoid…
" Know your destination : agreeing on the urgency of change
" Assume nothing, clarify everything, and capture it in writing or sketching on your
change canvas
" If some aspect is open to interpretation, close that loophole up.
Going nowhere fast
14 MAY 2020 18
Change Canvas | Target options, Actions & Commitment
14 MAY 2020 19
Target Options
• Your description here
• Your description here
Commitment
• Your description here
• Your description here
Actions
• Your description here
• Your description here
Target options
14 MAY 2020 20
What are the enabling
components of the target
state?
Management
practices
Technical
practices
" Behaviors
" Methods
" Team model
Being aware of
the positive
Targeted
countermeasures
Actions
14 MAY 2020 21
What actions are needed to
get to the target options?
A B C D
Coaching Self-learning Facilitated
workshops
Mentoring
Being aware of
the positive
Commitment
14 MAY 2020 22
Learn new
methods
Upgrade work
spaces
Eperimenting
with new ways
of working
Change agent
14 MAY 2020 23
Pitfalls to avoid…
" Favor low-fidelity, low-formality artifacts
" Use storytelling, story mapping and simple charts to sketch suggested target
state
" Allow change participants to take ownership of the target options and actions to
encourage productivity and motivation
Trying to create a
detailed design
14 MAY 2020 24
Change Canvas | Wins/Benefits, Success criteria & Communication
14 MAY 2020 25
Wins/Benefits
• Your description here
• Your description here
Communication
• Your description here
• Your description here
Success criteria
• Your description here
• Your description here
Wins/Benefits
14 MAY 2020 26
Ability
How change will impact
change participants …
Performance
" Using new methods
" Develop new habits
" Understand new
techniques
" Agile - Velocity
" Lean – Lead time
Success criteria
14 MAY 2020 27
What a successful change
could look like?
Change participants
Customer perception
" Adoption rate
" Team morale
Improved delivery
performance
Communication
14 MAY 2020 28
How are we going to keep
people up about progress?
Who
What
When
How
Engagement
Right things
Right language
14 MAY 2020 29
Pitfalls to avoid…
" Regardless of who your project affects most, it is important to communicate,
collaborate, and share your progress
" Get to know your flight crew and their strengths
" Let go …Be prepared to completely rewrite most or all the sections of your
Change Canvas as you progress and readjust
Misinformation,
miscommunication, too
many agendas
Change Canvas
14 MAY 2020 30
Change
Participants
Urgency VisionTarget Options
Commitment Wins/Benefits
Communication
Success criteria Actions
5 Why
VSM
Root-cause
analysis
CLEP
Wouldn’t be great
if…?
Change agent
capability
Ownership
Context
Wouldn’t be awful
if…?
Metaphors
What we see
ourselves doing is …
Learning
Socialize
knowledge
Ability
Performance
People
Process
Technology
Successful change
looks like this …
Learn new
methods /3h
week
Change agent
/full time Spread the
word /1h week
3W + H
Engagement
14 MAY 2020 31
Key Takeaways
1. The Change Canvas facilitates geting
collective thinking down
2. When building a Change Canvas
make sure that it is done in cocreative
fashion.
3. The Canvas is a visual way to design a
potential change plan in a compact,
concise way.
4. Any Change Canvas you prepare
ahead of time will change upon first
contact with your various change
participants and other stakeholders.
14 MAY 2020 32
14 MAY 2020 33
Polls
14 MAY 2020 34
Now what?
My first Change Canvas Challenge
14 MAY 2020 35
" Think about an opportunity, challenge or
dilemma where the Change Canvas could be
helpful
" Build a Change Canvas to reflect your thoughts
on how this change would be realized
" Try to target a small and cohesive group of
change participants such as your team or a
smaller functional department
info@acmpquebec.org
Subject /Objet : My 1st Change Canvas Challenge
2020-05-28
ACMP
Québec
« Le changement numérique et la transformation des
talents » avec Nancy Purdon
https://acmpquebec.org/chapitre-du-québec-1
2020-06-11
ACMP Québec & PMI
Montréal
Save the date! Réservez la date!
https://www.pmimontreal.org/calendrier
Save the date!
14 MAY 2020 36
CODE PDU :
C0190MZPO8
1. DASHBOARD PMI GLOBAL
2. REPORT PDUS
3. PDU CLAIM CODE
14 MAY 2020 38
Thank you!
https://www.linkedin.com/in/dahlia-beristain-gil/
References & acknowledgements
14 MAY 2020 39
Books
" Understanding Context, Andrew Hinton, O’Reilly
" User Story Mapping, Jeff Patton, O’Reilly
" Leading Change, John Kotter, HBR Press
" The Back of the Napkin, Dan Roam, Portfolio/Penguin
" Lean from the Trenches, Henrik Kniberg, Pragmatic Bookshelf
Icons & Canvas frame are from www.infodiagram.com
« Creative slides made easy »
Interesting sites
" Tools for system thinkers
" iSixSigma
" Lean Enterprise Institute
" Mind Tools

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Workshop - Lean change & the gang

  • 1. LEAN CHANGE AND THE GANG Dahlia BERISTÁIN GIL 2020-05-14
  • 2. 14 MAY 2020 2 Polls
  • 3. Leading Change with the Change Canvas Today’s Session 1. Review the foundation 2. Navigate together the sections of the Change Canvas 3. Key Takeaways 4. Now what?
  • 4. 14 MAY 2020 4 Introductions
  • 5. Kotter 8 steps of change lifecycle 14 MAY 2020 5 Establishing a sense of urgency Creating the guiding coalition Developing a Vision & strategy Communicating the change vision Empowering broad-based actions Generating short-term wins Consolidating gains & producing more change Anchoring new approaches in the culture Creating the climate for change Engaging & enabling the organization Implementing & sustaining for change
  • 6. 14 MAY 2020 6 Polls
  • 7. Lean Change key principles Validated learning Negotiated change 14 MAY 2020 7 I. « Validated learning has to come from the people being affected by the change, not the change agents themselves! » Introduce Prepare Learn II. « Recipients of any change are co-authors and co-implementers of all aspects of the change»
  • 8. Lean Change The Lean Change method is for anyone who is interested in promoting the adoption of Lean and/or agile principles within his-her team, department, BU, program, or organization. 14 MAY 2020 8 Flexible Responsive Customer-oriented Mindset
  • 9. 14 MAY 2020 9 Discovering
  • 10. The Change Canvas 14 MAY 2020 10 1. Is a tool made up of nine sections 2. Its informal, visual, compact nature helps to engage others in negociated change 3. Helps to nurture a cocreative environment 4. Each section is responsible for articulating a key aspect of the change elements Jeff Anderson ! Change approach inspired by Lean thinking ! Incremental change that impacts a limited number of people
  • 11. Change Canvas 14 MAY 2020 11 Change Participants • Your description here • Your description here Urgency • Your description here • Your description here Vision • Your description here • Your description here Target Options • Your description here • Your description here Commitment • Your description here • Your description here Wins/Benefits • Your description here • Your description here Communication • Your description here • Your description here Success criteria • Your description here • Your description here Actions • Your description here • Your description here
  • 12. Terminology Change agent: an individual who is the initiator and catalyst for change. Change participants: individuals who connect with the problem and urgencies identified. Change Canvas : suitable for changes aiming at relatively small segment of change participants, such as a team, program, or department. Transformation Canvas : we can use the change canvas on a very different scale, to support planning for large-scale organizational transformations. 14 MAY 2020 12
  • 13. Change Canvas | Urgency, Change Participants & Vision 14 MAY 2020 13 Change Participants • Your description here • Your description here Urgency • Your description here • Your description here Vision • Your description here • Your description here
  • 14. Urgency 14 MAY 2020 14 What is the challenge, or opportunity being addressed Why should we act now What is the urgency behind the need of change? Context first Think big! What space are you in? VOC
  • 15. Change participants 14 MAY 2020 15 Leadership Credibility Expertise Position of power C L E P Articulate challenges, opportunities, problems with the current situation in a way that inspires others Agree upon urgency
  • 16. Vision 14 MAY 2020 16 Imaginable Desirable Feasible Focused Flexible Communicable
  • 17. 14 MAY 2020 17 Pitfalls to avoid… " Know your destination : agreeing on the urgency of change " Assume nothing, clarify everything, and capture it in writing or sketching on your change canvas " If some aspect is open to interpretation, close that loophole up. Going nowhere fast
  • 19. Change Canvas | Target options, Actions & Commitment 14 MAY 2020 19 Target Options • Your description here • Your description here Commitment • Your description here • Your description here Actions • Your description here • Your description here
  • 20. Target options 14 MAY 2020 20 What are the enabling components of the target state? Management practices Technical practices " Behaviors " Methods " Team model Being aware of the positive Targeted countermeasures
  • 21. Actions 14 MAY 2020 21 What actions are needed to get to the target options? A B C D Coaching Self-learning Facilitated workshops Mentoring Being aware of the positive
  • 22. Commitment 14 MAY 2020 22 Learn new methods Upgrade work spaces Eperimenting with new ways of working Change agent
  • 23. 14 MAY 2020 23 Pitfalls to avoid… " Favor low-fidelity, low-formality artifacts " Use storytelling, story mapping and simple charts to sketch suggested target state " Allow change participants to take ownership of the target options and actions to encourage productivity and motivation Trying to create a detailed design
  • 25. Change Canvas | Wins/Benefits, Success criteria & Communication 14 MAY 2020 25 Wins/Benefits • Your description here • Your description here Communication • Your description here • Your description here Success criteria • Your description here • Your description here
  • 26. Wins/Benefits 14 MAY 2020 26 Ability How change will impact change participants … Performance " Using new methods " Develop new habits " Understand new techniques " Agile - Velocity " Lean – Lead time
  • 27. Success criteria 14 MAY 2020 27 What a successful change could look like? Change participants Customer perception " Adoption rate " Team morale Improved delivery performance
  • 28. Communication 14 MAY 2020 28 How are we going to keep people up about progress? Who What When How Engagement Right things Right language
  • 29. 14 MAY 2020 29 Pitfalls to avoid… " Regardless of who your project affects most, it is important to communicate, collaborate, and share your progress " Get to know your flight crew and their strengths " Let go …Be prepared to completely rewrite most or all the sections of your Change Canvas as you progress and readjust Misinformation, miscommunication, too many agendas
  • 30. Change Canvas 14 MAY 2020 30 Change Participants Urgency VisionTarget Options Commitment Wins/Benefits Communication Success criteria Actions 5 Why VSM Root-cause analysis CLEP Wouldn’t be great if…? Change agent capability Ownership Context Wouldn’t be awful if…? Metaphors What we see ourselves doing is … Learning Socialize knowledge Ability Performance People Process Technology Successful change looks like this … Learn new methods /3h week Change agent /full time Spread the word /1h week 3W + H Engagement
  • 32. Key Takeaways 1. The Change Canvas facilitates geting collective thinking down 2. When building a Change Canvas make sure that it is done in cocreative fashion. 3. The Canvas is a visual way to design a potential change plan in a compact, concise way. 4. Any Change Canvas you prepare ahead of time will change upon first contact with your various change participants and other stakeholders. 14 MAY 2020 32
  • 33. 14 MAY 2020 33 Polls
  • 34. 14 MAY 2020 34 Now what?
  • 35. My first Change Canvas Challenge 14 MAY 2020 35 " Think about an opportunity, challenge or dilemma where the Change Canvas could be helpful " Build a Change Canvas to reflect your thoughts on how this change would be realized " Try to target a small and cohesive group of change participants such as your team or a smaller functional department info@acmpquebec.org Subject /Objet : My 1st Change Canvas Challenge
  • 36. 2020-05-28 ACMP Québec « Le changement numérique et la transformation des talents » avec Nancy Purdon https://acmpquebec.org/chapitre-du-québec-1 2020-06-11 ACMP Québec & PMI Montréal Save the date! Réservez la date! https://www.pmimontreal.org/calendrier Save the date! 14 MAY 2020 36
  • 37. CODE PDU : C0190MZPO8 1. DASHBOARD PMI GLOBAL 2. REPORT PDUS 3. PDU CLAIM CODE
  • 38. 14 MAY 2020 38 Thank you! https://www.linkedin.com/in/dahlia-beristain-gil/
  • 39. References & acknowledgements 14 MAY 2020 39 Books " Understanding Context, Andrew Hinton, O’Reilly " User Story Mapping, Jeff Patton, O’Reilly " Leading Change, John Kotter, HBR Press " The Back of the Napkin, Dan Roam, Portfolio/Penguin " Lean from the Trenches, Henrik Kniberg, Pragmatic Bookshelf Icons & Canvas frame are from www.infodiagram.com « Creative slides made easy » Interesting sites " Tools for system thinkers " iSixSigma " Lean Enterprise Institute " Mind Tools