Navigating Organizational Change

@leanintuit @mikeeedwards @dwhelan

navigating organizational change

@leanintuit @mikeeedwards @dwhelan

“We  cannot  solve  our  problems  with  the    same  thinking  we  used  when  we  created  them”

the A-team game

@leanintuit @mikeeedwards @dwhelan

purposeWe are all part of the A-Team Greeting Card company.

We are branching out into postcards.

Our target market is agile and lean geeks.

The goal of this game is to make as many postcards as you can in 10 minutes.

There will be two rounds.

B.A.

Architect Developer

TesterProjectManager

@leanintuit @mikeeedwards @dwhelan

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@leanintuit @mikeeedwards @dwhelan

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@leanintuit @mikeeedwards @dwhelan

rulesYou all have specific roles depending on your table. Review your role for what you need to do.

Please note the pre-requisites that must be met before you can start to work.

You score when you successfully deploy a post-card to the customer.

@leanintuit @mikeeedwards @dwhelan

round 1

p p

pp

p

project managers

a a

aa

a

architects

d d

dd

d

developers

t t

t

t

t

testers

b b

bb

b

business analysts

Note: only the project manager can leave the table.

@leanintuit @mikeeedwards @dwhelan

round 1

Reminder: only the project manager can leave the table.

@leanintuit @mikeeedwards @dwhelan

round 2

1b t

p

a d 2b t

a d 3b t

a d 4b t

a d 5b t

a d

p p p p

Reminder: self-organize but prerequisites must be maintained

@leanintuit @mikeeedwards @dwhelan

round 2

Reminder: self-organize but prerequisites must be maintained

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@leanintuit @mikeeedwards @dwhelan

build feature

what customers want

request

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requirements

what customers get

request

feature

analysis design

code test deploy

Handoff Handoff

Handoff Handoff

Handoff

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0

15

30

45

60

2006 2007 2008 2010 2011 2012 2013 2014

Failure to Change Culture General Resistance to ChangeLack of Skill Lack of Management Support

9 Year “Barriers to Agile” Trend from Version One “State of Agile” Survey

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of  change  initiatives  fail70%

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30%  succeed1995 – Kotter: 30%

1998 – Turner and Crawford: 33% 2005 – Procsi: 29%

2008 – Mckinsey: 30% 2011 – Standish Group: 34%

Hammer and Champy – 1993 Beer and Nohria – 2000

Senturia – 2008

http://www.bcs.org/upload/pdf/markhughes-060910.pdf

@leanintuit @mikeeedwards @dwhelan

I  want  faster,  better,  cheaper

How  can  I  test  in  an  Agile  way?

How  can  I  write  code  in  an  Agile  

way?

How  can  I  gather  

requirements  in  an  Agile  way?

@leanintuit @mikeeedwards @dwhelan

“Misalignment  happens  when  the  organizational  structure  is  not  aligned  

with  the  espoused  theory  of  the  organization’s  purpose.”

- Craig Larman, Creator of LeSS

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HR Change AgileAgile Pilot Team

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culture  follows  structure

TRANSFORMATION!

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culture  follows  structure

TRANSFORMATION!

ANDAND

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what  transformation  means

Shared  Values  (culture)

Strategy Structure Systems

Skills Style Staff

@leanintuit @mikeeedwards @dwhelan

a  new  ‘old  way’  of  organizing

Horizon  1

Horizon  2

Horizon  3

Stability

Experimentation

“Innovation”

@leanintuit @mikeeedwards @dwhelan

create  a  petri  dish

Horizon  1

Horizon  2

SAFe, Agile pilots, ‘Scrumify’ existing teams,

mandated ‘innovation time’ Horizon  3

Create a new company inside the existing

company that WILL NOT conform to any existing

organizational boundaries!

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what can I do?

@leanintuit @mikeeedwards @dwhelan

tools  to  support  change1.lean coffee 2.share information 3.change canvas 4.perspective mapping 5.blast radius

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@leanintuit @mikeeedwards @dwhelan

share information

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change canvasleanchange.org/alignment

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EXECUTIVE

MANAGER

TEAMS/

PERSPECTIV

DAT SUPPORTING THE CHANGE

HOLDING BACK

THEME THEME

2 - perspective mappingleanchange.org/perspectivemapping

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blast radiusleanchange.org/blastradius

CUSTOMERS

Processes Affected

PRODUCT 1

DEV

QA PROCESSSTATUS

REPORTS

PILOTTEAM

OPS

DEPENDENTTEAM(S)

People Affected

Directly Affected

In-Directly Affected

Observers

+ Movers

- Immovables

Moveables

++

-

MARKETING

-

! Hard to change

“Easier” to change

!

@leanintuit @mikeeedwards @dwhelan

@leanintuit @mikeeedwards @dwhelan

but  not  easy

@leanintuit @mikeeedwards @dwhelan

 Organizations  are  implicitly  optimized  to  avoid  changing  the  status  quo  middle-­‐  and  first-­‐level  manager  and  “specialist”  

positions  &  power  structures.

Larman’s Law:Your only impediment to transformation.

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inspiration

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references

leanchange.org leanintuit.com

adecadeofagile.com http://www.mindtools.com/pages/article/newSTR_91.htm http://www.craiglarman.com/wiki/index.php?title=Larman

%27s_Laws_of_Organizational_Behavior

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