#leanchangeJanuary, 2014

Leanchange at scale

Validated Transformation Management

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Manage Successful Organizational Transformation Through 4 Iterative Steps

1.Co-Create Your Transformation Plan

2. Identify the Riskiest Parts of Your Transformation

3. Validate Transformation Assumptions Through Change Experiments

4. Track Transformation Progress through Measurable Success Tactics

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Lean Change scales out to allow the entire enterprise to participate in designing an end-to-end agile transformation

Merged Canvase

Transformation Canvas

Volunteers are asked to stay behind and help merge their canvas into a consolidated Master Transformation Canvas

• The result is a complete Transformation Canvas representing the IT vision for the entire agile transformation

• The canvas is then socialized, and placed in a common, public area for further feedback

Each observation on the Master Transformation Canvas was reviewed and bucketed into a Transformation Theme

• Independent Transformation Canvas workshops are facilitated with executives, managers, and eager adopters, typically in groups of 6-9

• Workshop participants are asked to use the canvas to model the entire agile transformation, as opposed to an individual change

• The scope of these canvases typically cover the entire organization over the course of 1 year +

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The Riskiest Elements of the Transformation Are Continuously Validated through Experimentation1. Outline

objectives that realize your transformation...

… Using a 2-3 month look ahead view

2. Extract riskiest three assumptions to build a…

5. Draw a line in the sand and determine value for your success metric

4. Align MVTI to 1 success metric

Update change6.

for

Progression ,funnel outlining

how fast change

is assumed to occur

7. Validate MVTI assumptions through introducing change experiments

8. Update the transformation canvas based on the outcome of experiments

… Minimum Viable Transformation Increment

3. Map / Align MVTI with your transformation objectives

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The Transformation Canvas Is Generated, Key Assumptions can be extracted, Along with a Success Metric to build your first MVTI

#OF LEADERS

WHO CAN LEAD USING

AGILE

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Objectives are updated to align with the latest MVTI

Assumptions underlying an MVTI are copied from the canvas and represented here

Experiments for the MVTI are placed in a backlog, and implemented using a validated learning loop

Likewise, the objectives are updated to reflect changes to MVTIs

Explicit learnings are captured for the MVTI as experiments are completed

Future MVTIs are added to the backlog to reflect the latest learnings from experiments

Transformation Progress is Tracked Using the Transformation Validation Board

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Minimum Viable Transformation Increments may be Sequenced According to the Risk Ranking Of Transformation Canvas SectionsSeverity of risk represented by an element within a Canvas can be assessed based on what section of the canvas that element came from

• MVTI’s are typically designed to validate the transformations current riskiest three Assumptions

• The hypothesis section is populated by taking the three riskiest elements/statements from the transformation Canvas and placing them here

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Objectives of each MVTI are sequenced to provided outline of the transformation plan

1. The objective section provides a place to describe an overall sequence of events for the transformation

2. Typically objectives are described for no more than 2-3 months ahead of time

3. As MVTIs are being designed, objectives are updated to support their validation

4. Objectives are associated with an MVTI through a unique identifier

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1. The final step in designing an MVTI involves building a backlog of change experiments

2. Change experiments are used to validate the assumptions in the MVTI

3. Change experiments follow a validated learning lifecycle

Assumptions Are Validated through Change Experiments

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Experiments Result in Learning That May Influence Future Transformation Activity

1. Regardless of whether a experiment is successful or not, learning takes place that helps move the transformation forward

2. Once learnings are captured, the Transformation Canvas is analyzed, and if necessary updated to reflect the latest knowledge

3. Future Change Experiments, MVTIs, or Transformation Objectives are also updated as required based on new learnings

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• SD managers & leaders are able to make time, and show energy & capability to co-create transformation plan by December 6

• SD managers & leaders will socialize transformation plan with staff and provide feedback by December 9

Detailed A3s for each Minimum Viable Transformation Increment is kept, enhancing change alignment across stakeholdersMVTI A3 – Cocreative Planning Transformation Objectives

Experimentation Approach

1. Static/top-down change plan will not support accelerated change for a diverse organization

2. SD senior leaders & managers are active change leaders

3. Build transformation plans through cocreative sessions in 2 weeks

• 40 managers will participate in planning sessions

• 30 managers will provide meaningful contents and actively contribute

• 10 managers will stay behind for “voluntary” merge sessions

• 30 managers will proactively socialize plan with staff and get meaningful feedback

1. Build transformation canvas with SD managers & leaders in groups of 4-62. Merge transformation canvasses in the master3. Socialize transformation Canvas across management leaders

Transformation Assumptions

Will SD leaders & managers show enough commitment & competence to meaningfully contribute to the transformation plan within an accelerated timeline?

80

40

20

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Key Learnings

1. ES senior leaders & managers are active change leaders2. Build transformation plans through cocreative sessions in

4 weeks

1. All of ES wants to engage not just SD2. Significant contribution from executives ( VP level) across all of ES3. SD has more managers and leaders than anticipated with multiple levels4. There is larger than anticipated initial demand for pilots

MVTI A3s also capture details behind key learnings, including potential next steps

Implications (to Be Validated)

MVC #2 Cocreative Change Planning with ES leadership

1. 2 Tier “Agile Leader – managers coach teams” coaching model

2. ES senior leaders & managers can lead & coach teams to adopt agile

3. Managers cocreate MVC sized adoption plans with their teams with minimal COE support

MVC #3 Manager Lead Change Planning

MVC #4 Team Training with Agile Leaders

MVC #5 Manager Led Quick Wins Adoption (Agile Basic Stack)

Continue change Planning with all of ES leadership to validate commitment

Validate that managers can be proactive agile leaders by asking them to plan agile pilots with minimal support

1. Agile leaders can commit sufficient time and effort to coach teams

2. Lean Agile delivery model across majority of ES

1. Train managers & leaders to become “Agile Leaders” and pair with them to conduct team training.

Validate manager commitment and capability to train teams, as well as general team dynamics

Validate that managers can lead the way for their teams to adopt agile

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Lead Time

Change Persona Es & SD Managers - Critical Assumptions for Success

Observable Behavior

1. Having capability to act as an effective agile change leaders2. Have a desire to lead their team’s adoption of agile methods3. Can be an effective agile coach for other teams

• Active participants in transformation planning – provide insight, Granger knowledge, and demonstrate passion while co-creating the overall transformation plan

• Socialize plan with teams – present transformation canvas to the entire team, and gather substantial feedback

• Take agile leader training – be an active participant in train the trainer training• Train their teams – co-facilitate agile basic training with the agile COE• Plan agile pilots for their team– co-create a Minimum Viable Change with their team• Coach and lead adoption of new behaviors– demonstrate that basic agile methods

and techniques have been adopted, and are resulting in a new set of behaviors• Facilitate experimentation based improvements – provide evidence of metrics

oriented improvements using a hypothesis > experimentation >measure > learn approach

• Transformation planning – 3 weeks• Socialize plan – 1-3 weeks• Training - 3 weeks• Agile Pilot planning– 1-2 weeks• Behavior adoption – 2-4 weeks• Experimentation based improvements – 4-8 weeks

Change Persona worksheets provide detailed assumptions concerning required behavior for success, as well as the journey to get there