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Organizational Change can be complex and challenging. Often the problem isn't the method being used, but not having the right set of tools to help you make sense of what is happening. These are 4 tools and visualizations you can use regardless of which change methodology you are using.
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V I S U A L I Z I N G CO M P L E X C H A N G E
W W W . L E A N C H A N G E . O R GJASON LITTLE
@JASONLITTLE
4 TOOLS FOR VISUALIZING COMPLEX CHANGES
PERSPECTIVE MAPPING
ORGANIZATIONAL CHART LANDMINES!
BLAST RADIUS OF CHANGE
INTERCONNECTEDNESS OF CHANGES WITH 7S
PERSPECTIVE MATTERS
CIO
We’re going Agile to remain competitive.
Yeah right, he has no idea what this means, our teams don’t have the skills…
Yay! A new fad…the managers will never let us do this.
THERE IS NO MAGIC SOLUTION TO CREATE ALIGNMENT
1 -PERSPECTIVE MAPPING
COLLECT DATA BEFORE IMPLEMENTING THE CHANGE
EXECUTIVES
SUPPORTING THE CHANGE
HOLDING BACK THE CHANGE
FORCE FIELD ANALYSIS - EXECUTIVE LEVEL“WHAT WILL HELP THIS CHANGE SUCCEED?” “WHAT WILL HOLD THIS CHANGE BACK?”
1 -PERSPECTIVE MAPPING
REPEAT WITH MANAGEMENT - COMPARE DATA WITH EXECUTIVE DATA
SUPPORTING THE CHANGE
HOLDING BACK THE CHANGE
FORCE FIELD ANALYSIS - MANAGEMENT LEVEL“WHAT WILL HELP THIS CHANGE SUCCEED?” “WHAT WILL HOLD THIS CHANGE BACK?”
MANAGERS
SHOW MANAGERS THE EXECUTIVE DATA AT THE END1 -PERSPECTIVE MAPPING
REPEAT WITH TEAMS/STAFF - COMPARE DATA WITH EXECUTIVE/MANAGEMENT DATA
SUPPORTING THE CHANGE
HOLDING BACK THE CHANGE
FORCE FIELD ANALYSIS - TEAM/STAFF LEVEL“WHAT WILL HELP THIS CHANGE SUCCEED?” “WHAT WILL HOLD THIS CHANGE BACK?”
SHOW TEAMS/STAFF EXECUTIVE/MANAGEMENT DATA AT THE END
TEAMS/STAFF
1 -PERSPECTIVE MAPPING
VISUALIZE ALL THE DATA TOGETHER
EXECUTIVES
MANAGERS
TEAMS/STAFF
PERSPECTIVE
DATASUPPORTING THE CHANGE
HOLDING BACK THE CHANGE
THEME 1 THEME 1I
1 -PERSPECTIVE MAPPING
BY LAYER? AS A GROUP?
+
-
More effective conversations Faster feedback Can speed up alignment
Hard to do in bigger orgs At odds with current culture Fear with staff to speak up
+
-
Easier to schedule for larger orgs Safer if you suspect trust issues Scalable
More overhead for change team Prolongs lack of honest dialogue May preserve that status quo
1 -PERSPECTIVE MAPPING
ORGANIZATIONAL CHART LANDMINES
ITBUSINESS
PRODUCTS MARKETING DEV OPSQA
WHO IS IMPACTED? HOW SEVERE IS IT FOR EACH DEPARTMENT?
HIGH
MEDIUM
LOW
2 -ORGANIZATIONAL CHART LANDMINES!
“FIREWALL” THE CHANGE
ITBUSINESS
PRODUCTS MARKETING DEV OPSQA
EXPERIMENT: TRY AGILE WITH ONE PRODUCT
HIGH
MEDIUM
LOW
2 -ORGANIZATIONAL CHART LANDMINES!
A DIFFERENT VISUALIZATION - BLAST RADIUS
PRODUCT 1
DEV
CUSTOMERS
OPS
MARKETING
QA PROCESSSTATUS !
REPORTS
Processes Affected
PILOT!TEAM
DEPENDENT!TEAM(S)
People Affected
Directly Affected
In-Directly Affected
Observers
+ Early Adopters
- Laggards
Fence-sitters
++
-
-
! Hard to change
“Easier” to change
!
3 -BLAST RADIUS OF CHANGE
VISUALIZING COMPLEXITY WITH MCKINSEY 7S
SHARED VALUES
SKILLSSTAFF STYLE
STRUCTURESTRATEGY SYSTEMS
A CHANGE HERE…
4 -VISUALIZING COMPLEXITY
VISUALIZING COMPLEXITY WITH MCKINSEY 7S
SHARED VALUES
SKILLSSTAFF STYLE
STRUCTURESTRATEGY SYSTEMS
A CHANGE HERE…
AFFECTS THE OTHER 6 DIMENSIONS…4 -VISUALIZING COMPLEXITY
WHAT IS AFFECTED IN EACH AREA? HOW HARD WILL EACH CHANGE BE?
SHARED VALUES
SKILLSSTAFF STYLE
STRUCTURESTRATEGY SYSTEMS
REALLY HARD!
QUICK WIN!
DO THIS EXERCISE FOR EACH DIMENSION4 -VISUALIZING COMPLEXITY
WHAT IS AFFECTED IN EACH AREA? HOW HARD WILL EACH CHANGE BE?
SHARED VALUES
SKILLSSTAFF STYLE
STRUCTURESTRATEGY SYSTEMS
THEME 1
VISUALIZE INTERDEPENDANCE BETWEEN DIMENSIONS4 -VISUALIZING COMPLEXITY
ADD THE DETAILS
AGILE TEAM PILOT PROGRAM
WHAT IS CHANGING? WHAT IF IT DOESN’T CHANGE?
STRATEGY Get products to market sooner to increase customer retention
Status quo will be preserved, with new labels only
STRUCTURE re-organize functional teams into product teams
Fighting and competition between departments will increase, strategy not
realized.
SYSTEMS Implement new tooling for pilot teamsTeam will be forced into using existing in-adequate tools, slower production, lower
quality, strategy not realized.
STYLE Managers and PMs become servant leaders
Teams will be unable to fully self-organize, benefits of strategy not realized.
STAFF Increased self-organization “Style” will continue to be command and control
SKILLS Training Staff and Management won’t have the knowledge to support the change.
4 -VISUALIZING COMPLEXITY
USING THESE TOOLS WITH OTHER METHODS
SUMMARY
PERSPECTIVE MAPPING LANDMINES!
BLAST RADIUS INTERCONNECTEDNESS
- use to create awareness (ADKAR) - creates urgency (Kotter) - contributes to engagement (PCI) - creates personal connection (PCI)
- understand resistance - identify if more planning is needed - learn what to avoid…for now
- identify quick wins (Kotter) - increases knowledge (ADKAR) - contributes to shared values (7S) - communicate risks
- identifies reach of change coalition (Kotter) - plan for intended consequences - stakeholder alignment and buy-in
lIKE WHAT YOU SEE?
Get the Book
"This is a key piece of work for further advancing agile, lean and change management. It's a must read
for anyone starting a transformation" - Jamie Longmuir, Agile Practitioner
!Lean Change Management is a collection of innovative
practices for managing organizational change. It combines ideas from Lean Startup, Agile, Neuroscience
and traditional change management to create a feedback-driven approach to change that can be
adapted to any organization.
WANT TO SEE MORE?
BUILDING YOUR OWN CHANGE FRAMEWORK (SLIDESHARE)
APPLYING LEAN STARTUP TO CHANGE (SLIDESHARE)
W W W . L E A N C H A N G E . O RG
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