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



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


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 team

Change process



Change team

Change process



Change team

Stakeholder Involvement

Change process


Change-‐Ban System at SBB





Change policies



Change policies

Weekly management standup


IT-‐Business Improvement Process at Tele2



Doing=6



Doing=6Next=0



Doing=6Next=0

Prepare



Doing=6Next=0

Prepare

Do



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

Coach

Team

Staff Staff

Fans Media

Sponsors

Management


Kanban encourages leadership at all levels



Transparency



Transparency

Intensified collabora<on



Transparency


BeTer understanding of processes, business risks and service orienta<on



Transparency



Collec<ve design of a tailored work system



Transparency




Self-‐organized management of work



Transparency





Focus on systemic improvements



Transparency






Strengthening of peer as well as cross-‐func<onal networks



Transparency






Strengthening of peer as well as cross-‐func<onal networks

More service-‐orienta<on of senior managers as leaders & coaches


“The role of management shiWs from an adversarial, hierarchical one, to a complementary one: working on the system. If workers are controlling the work, they need managers to be working on the things beyond the control of the workers which affect the system condi<ons: the way the work works.” John Seddon


Thank you!

@sigikalteneckerwww.loop-beratung.at


http://www.loop-beratung.at

http://www.loop-beratung.at