27
1 Thank you to our Sponsors Jason Little - Lean Change Management Running an Agile Transformation with Lean Startup

Lean Change Management at SDEC 13

Embed Size (px)

DESCRIPTION

During this presentation I challenged the notion that "agile fails due to resistance or failure to change culture". Lean Change Management helps people passionate about meaningful change learn new approaches to organizational change.

Citation preview

Page 1: Lean Change Management at SDEC 13

1

Thank you to our Sponsors

Jason Little - Lean Change Management

Running an Agile Transformation with Lean Startup

Page 2: Lean Change Management at SDEC 13

Why Does Agile Fail?

Page 3: Lean Change Management at SDEC 13

Why Agile Fails

1) Failure to change culture

2) General Resistance to change

http://www.versionone.com/pdf/7th-Annual-State-of-Agile-Development-Survey.pdf

Page 4: Lean Change Management at SDEC 13
Page 5: Lean Change Management at SDEC 13

70% of changes initiatives fail

http://www.onirik.com.au/media/Whitepapers/Cracking%20the%20Change%20Code%20White%20Paper.pdf

1) lack of a structured change process2) Un-predicable nature of people

Page 6: Lean Change Management at SDEC 13
Page 7: Lean Change Management at SDEC 13

Lean Startup

Page 8: Lean Change Management at SDEC 13

Hypothesis

Page 9: Lean Change Management at SDEC 13

Change Canvas

Hypothesis

Page 10: Lean Change Management at SDEC 13

Change CanvasSystem Feedback

Hypothesis

Page 11: Lean Change Management at SDEC 13

Lean Change Management

Page 12: Lean Change Management at SDEC 13

1) You cannot control how people will react to change

2) People will be happier if they can help develop the change

2 Principles

Page 13: Lean Change Management at SDEC 13

what is our hypothesis about this change?

how will we know it’s been successful?

how will we show measurable progress?

who’s affected by the change?

what commitment do we need from those affected?

what are our options?

how will we communicate?

Page 14: Lean Change Management at SDEC 13

we want these folks

Page 15: Lean Change Management at SDEC 13
Page 16: Lean Change Management at SDEC 13

Lean Startup

KanbanRetrospective

s

ADKAR7S

Galbraith 5 Star

Kotter’s ChangeModel

SCARF

Fogg Model

SatirLewin

Agile tools

Traditional CM tools

Neuroscience/behaviour

®

Page 17: Lean Change Management at SDEC 13

We want more chefs...

and less fast-foodcooks

Page 18: Lean Change Management at SDEC 13

Hypothesis We are implementing Agile so we can...

Success CriteriaWe will be successful with Agile when...

Progress MeasuresWe will know we’re on the right path when...

Page 19: Lean Change Management at SDEC 13

what’s the blast radius?

Page 20: Lean Change Management at SDEC 13

cost

valu

eOptions

- implies many people are affected

- change crosses multiple organizational boundaries

- change is within a solitary team or dept

- low-hanging fruit

Page 21: Lean Change Management at SDEC 13

Selected Optionsbecome MVCs

(minimum viable changes)

Page 22: Lean Change Management at SDEC 13

How did people react?

innovator!laggard!

Page 23: Lean Change Management at SDEC 13

Change Coalition

Gather Insights from:- water cooler talk- lean coffee sessions- surveys- measurable outcomes- tools (ADKAR, OCAI, etc)

Feed new Insights into new Options

Page 24: Lean Change Management at SDEC 13

what’s the urgency?

From who’s perspective?

Where do we want to go?

True NorthHow will we

communicate? Who is affected?

What commitment do we need from the people

affected?

What benefit do we think we’ll get?

Page 25: Lean Change Management at SDEC 13
Page 26: Lean Change Management at SDEC 13
Page 27: Lean Change Management at SDEC 13

www.leanchange.org

@jasonlittle

Learn More