Change Leadership with Kanban

Change Leadership

with Kanban

@sigikalteneckerSaturday, November 16, 13

Dr. Siegfried Kaltenecker@sigikaltenecker

Managing Director of Loop GmbH, based in Vienna

Organisa<onal Development Consultant, SYC, CSM, KCP

Co-‐author of Kanban in IT: Achieving a Culture of Con7nuous Improvement (about to be published in English in 2014)

Editor of PlaDorm for Agile Managementp-‐a-‐m.org

Author & trainer of Leading Self-‐Organising Teams

Leaders in facilitating lasting Agile change

ScrumSense

Siegfried Kaltenecker & Peter HundermarkJohannesburg & Cape Town, November 2012

Master Class for Lean/Agile Leaders & Professionals

LeadingSelf-

OrganisingTeams

Kanban Brochure.fh11 2/27/13 1:18 PM Page 1

Composite

C M Y CM MY CY CMY K

Saturday, November 16, 13

How to achieve a culture of con8nuous improvement

Kanban

Kanban Change

Leadership

Kanban Change

Leadership

Kanban Change

Kaizen

Change Leadership with Kanban

Build a change management capability for the 21st century

Encourage leadership at all levels

Kanban

Principles Kanban

Start with what you do now

Principles Kanban

Agree on evolutionary

change

Principles Kanban

change

Respect current roles etc.

Principles Kanban

change

Encourage leadership

Principles Kanban

change

Principles CorePracticesKanban

visualizationStart with what you do now

change

visualization

WIP/CIP-limits

change

visualization

WIP/CIP-limits

managing flow

change

visualization

WIP/CIP-limits

managing flow

explicit policies

change

visualization

WIP/CIP-limits

managing flow

explicit policies

feedback loops

change

visualization

WIP/CIP-limits

managing flow

explicit policies

feedback loops

continuous improvement

change

visualization

WIP/CIP-limits

managing flow

explicit policies

feedback loops

change

“I believe that managers need to be pro-active about building a Change Management capability and looking beyond traditional 20th Century managed change,”

David J. Anderson

3!preparation! done!

6!involvement!

3!feedback!

4!to do!

Internal! External! Intern! Extern!

Change Management Board! visualization

WIP/CIP-limits

managing flow

explicit policies

feedback loops

change

“I believe that managers need to be pro-active about building a Change Management capability and looking beyond traditional 20th Century managed change,”

David J. Anderson

Why building a change management capability?

http://www.mckinsey.com/insights/organization/what_successful_transformations_share_mckinsey_global_survey_results

http://www.standishgroup.com/chaos_news/newsletter.php?id=54

What´s the problem with change management?

PaDerns of failure

Too many ini)a)ves

PaDerns of failure

Too many ini)a)ves

Change project plans

PaDerns of failure

Too many ini)a)ves

Non-‐transparency

PaDerns of failure

Too many ini)a)ves

Culture eats Kanban for breakfast

Non-‐transparency

PaDerns of failure

How Kanban can help

CIP limits

How Kanban can help

CIP limits Focus on change flow

How Kanban can help

Visualiza)on

How Kanban can help

Visualiza)on Feedback loops

6!involvement!

3!feedback!

4!to do!

WIP/CIP-limits

managing flow

explicit policies

feedback loops

change

6!involvement!

3!feedback!

4!to do!

WIP/CIP-limits

managing flow

explicit policies

feedback loops

change

Change Team

6!involvement!

3!feedback!

4!to do!

WIP/CIP-limits

managing flow

explicit policies

feedback loops

change

Change Team

6!involvement!

3!feedback!

4!to do!

WIP/CIP-limits

managing flow

explicit policies

feedback loops

change

Change Team Stakeholders

6!involvement!

3!feedback!

4!to do!

WIP/CIP-limits

managing flow

explicit policies

feedback loops

change

Change Team Stakeholders

6!involvement!

3!feedback!

4!to do!

WIP/CIP-limits

managing flow

explicit policies

feedback loops

change

Change Team MeetingsStakeholders

6!involvement!

3!feedback!

4!to do!

WIP/CIP-limits

managing flow

explicit policies

feedback loops

change

Change Team Meetings

Daily Standup

Stakeholders

6!involvement!

3!feedback!

4!to do!

WIP/CIP-limits

managing flow

explicit policies

feedback loops

change

Daily Standup

Retrospectives

Stakeholders

6!involvement!

3!feedback!

4!to do!

WIP/CIP-limits

managing flow

explicit policies

feedback loops

change

Daily Standup

Retrospectives

Operations Review

Stakeholders

6!involvement!

3!feedback!

4!to do!

WIP/CIP-limits

managing flow

explicit policies

feedback loops

change

Daily Standup

Retrospectives

Operations Review

MetricsStakeholders

6!involvement!

3!feedback!

4!to do!

WIP/CIP-limits

managing flow

explicit policies

feedback loops

change

Daily Standup

Retrospectives

Operations Review

MetricsStakeholders

Kanban Change Team in Munich

Change team

Change process

Change team

Change process

Change team

Stakeholder Involvement

Change process

Change-‐Ban System at SBB

Change policies

Weekly management standup

IT-‐Business Improvement Process at Tele2

Doing=6

Doing=6Next=0

Prepare

Doing=6Next=0

Prepare

Doing=6Next=0

Prepare

DoFeedback

Doing=6Next=0

Prepare

DoFeedback

Improve

Doing=6Next=0

Prepare

DoFeedback

Improve

Measure lead & blocker )mes

Doing=6Next=0

Prepare

DoFeedback

Improve

Measure lead & blocker )mesAnalyze and solve blockers

Encourage servant leadership and self-‐organized team work

at all levels

Leadership is a trait of the system!

Leadership*as*a*team*sport*

Line managers Leadership / communication / decisions making

Team members Intensity of colmmunication

Tradi/onal*Leadership* Agile*Leadership*

“In*team*sports*the*performance*is*directly*correlated*with*the*degree*to*which*members*help*each*other.“*

* * ** * *Ed*Schein*

Soccer Club

Staff Staff

Fans Media

Change Leadership with Kanban

Business

Kanban Method Change Machine - As a Story Map

Lean Kanban France2013 : kanban for managers

Prioritizing customer value using Kanban · © 2018 5th October 2018 Kanban workshop at the PM Fair in PMI Belgium Chapter 9 The Three Change Management Principles in Kanban Start

Kanban != Kanban Board

Kanban: Foundation for Leadership

Continual Improvement Your Way! - PMI Heartland · 07/15/2014 Continual Improvement Your Way! - Kanban 36 . ... –Kanban, Successful Evolutionary Change for Your Technology Business

Ralf Zarsteck: Cultural change: external software developers, inertial organisations and Lean Kanban - LKCE13

INTENTIONAL GUIDE TO KANBAN - Enable Change€¦ · Kanban is a change management method focused on evolutionary improvement Uncertainty causes fear, ... visualization helps to understand,

KANBAN IMPLEMENTATION FROM A CHANGE MANAGEMENT PERSPECTIVE732264/FULLTEXT01.pdf · KANBAN IMPLEMENTATION FROM A CHANGE MANAGEMENT PERSPECTIVE: A CASE STUDY OF VOLVO IT MAHGOL AMIN

AGILE & KANBAN IN COORDINATION · Kanban Team ! Small feature requests along with bugs and change requests. ! This team uses a Kanban board that manages development process only

Pivotal Resources - Change Leadership · Change Leadership Pivotal Resources - Change Leadership Pivotal Resources makes change easier – …

Change Program Stall Avoidance 101 & Policies Kanban

P EOP L E ENABLEMENT People Alignment€¦ · Change Leadership Change leadership functions include: • the vision for the change and related business objectives • Change leadership

Work smarter: Change Management im Marketing mit Kanban

Change Management & Change Leadership - PMI NBpminb.ca/images/.../martin_davis___change_leadership___leadership... · 1 Change Leadership & Leadership Perspectives Martin Davis Martin

Change Management & Change Leadership · Jack Welch Why are we talking about Change & Leadership together? 3 Change Leadership & Leadership Perspectives Martin Davis Why are we talking

Enter Kanban: 20th Century Leadership for 20th Century Academia

KANBAN IMPLEMENTATION FROM A CHANGE ......KANBAN IMPLEMENTATION FROM A CHANGE MANAGEMENT PERSPECTIVE: A CASE STUDY OF VOLVO IT MAHGOL AMIN TOMOMI KUBO School of Business, Society and

Kanban Lekka alternatywa - data.proidea.org.pldata.proidea.org.pl/.../kanban...Pawel_Brodzinski.pdf · Kanban is an approach to change management. It isn’t a software development

Lecture 15 - recap · Kanban (wikipedia based on David Anderson. Kanban – Successful Evolutionary change for your Technology Business. Blue Hole Press, April 2010) Visualise •