Changing the change: Using Agile to improve peoples lives
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The document discusses the challenges and complexities faced by public services in adapting to change using agile methodologies. It emphasizes the need for holistic approaches, collaboration, and the importance of involving those affected by the issues in the redesign of services. The proposed solutions include rapid prototyping, adaptive leadership, and practical behavior changes to improve efficiency and service delivery.
Changing the change: Using Agile to improve peoples lives
- 1. Changing the change Using Agile to improve peoples lives
- 2. We work with the front line of public services The people who care for the elderly, protect us, safeguard our kids, fix our streets, teach…
- 3. You start with… • Varied & complex services • Reducing budgets & shrinking teams • A background of constant change Change in public services, It’s not a sprint
- 4. … so is it a marathon? They have to deal with… • Services that often work in silos • Political worries & pressures • Vulnerable & excluded service users
- 5. They have to deliver… • Real hard cash savings • Clear benefits for residents • And they still have to keep on doing the day job Actually, it’s more akin to a full-on ironman
- 6. “SALAMI SLICING” BUDGETS ONLY CREATES MORE PROBLEMS
- 8. This how we feel - sometimes Dennis Matt
- 9. So do we give up? Or change the way change is done?
- 10. • Process complicated • Service fragmented • IT not integrated • Teams demoralised • No holistic view of problems, • difficult to intervene early and prevent Seven separate teams responsible for investigating all forms of ‘anti-social behaviour’ including ‘fly tipping’, abandoned vehicles, noise nuisance, street drinking etc. Whole Service Agile Prototyping
- 11. 1. Recognise that we deal with complexity 2. Change the fundamentals:Agile change, adaptive leadership and organisation 3. Involve people who feel the ‘pain’ 4. Start whole service prototyping quickly 5. Focus on practical behaviour change 6. From self-management of project/dev teams to whole org Six Basis Principles
- 12. Three types of problems Complicated Complex An English person driving…getting from A to B in London in Amsterdam in Cairo Simple 1. Recognise that we deal with complexity
- 13. Big complexity ..…front-line public services facing changes in business model & culture From • More policing • Technology products • Fixing ill people • Catching criminals • Retribution • Making you pay • Support for the farmers To • Prevention and community solutions • Customer inquisitiveness • Promoting healthy people • Preventing crime • Rehabilitation • Helping you pay your way • Sustainable environment From (based on) work from: Keith Ruddle
- 14. Change the fundamentals Dimensions of change Complicated -> Programmatic Complex -> Adaptive Leadership Manage change from the top. Teach solution and motivate. Direct people to perform. Encourage participation from the bottom up. Set purpose, challenge, boundaries and coach. Focus of change Emphasise structure and systems.Achieve standardisation and consistency. Innovation, diversity and deviancy Process Plan and establish (Waterfall approach-based) programmes Experiment and evolve (Agile) Organisation Performance management, performance indicators Motivate through commitment, purpose and freedom for self direction (TEAL organisations) Use of consultants Consultants analyse problems and shape solutions (expert) Consultants support employees in shaping their own solutions (midwife) Table: adapted from Theory E &TheoryO by Beer and Nohria 2. Change the fundamentals: Agile change, adaptive leadership and organisation
- 15. 3. Involve people who feel ‘the pain’ “..If you are not part of the problem, you cannot be part of the solution….” BillTorbert 4. Start whole service prototyping quickly “You only understand a system once you start to change it” Kurt Lewin
- 16. • Real user engagement • Prototype team with people from five different teams started on day 3 • Directly gaining anti-social behaviour calls – filtered for a few post-codes • First call – turns out that all five teams had knowledge of background • Other partners involved – including police (confession) • Prototype grown to cover all postcodes. Prototype became the ‘business as usual team’ • More prevention, higher motivated team, £0.5 million savings
- 17. Whole Service Agile Prototyping • Incorporating; • Service Design & Lean: as the methodology • Agile & Kaizen: as the delivery approach • Based on customer / service need • Starting with ‘small slice’ prototype (to create momentum, deliver ROI & evidence concept on real practice) • Growing prototype by imbedding change in real time and pulling in teams iteratively to avoid ‘breaking the service • ‘Point of real change’: where the prototype has grown to become the ‘new norm’ • Prototyped service then become internal leads on spreading the approach to influence wider change without external support
- 18. • Complexity across different teams, working on different things, in different ways.Yet to the same service user • ‘Business as usual’ is the driver therefore they are not able to engage with change full time • One of the ways to momentum is to start with a ‘rapid improvement event’ – getting individuals to collaborate on the issues, opportunities and define ‘potential testable elements’ before co-creating and initiating prototypes • Such an “event” can take between 3 days and 15 days. For instance, see a 5 day event: For example
- 19. An example – Mental HealthTrust A nine day Agile Rapid Improvement Event with three sprints Mental HealthTrusts Assessment and Treatment Service The core team worked solely on delivering change, designing and testing improvements in real time, on live cases.
- 20. Results? The team worked on practical improvements At the same time they developed a culture of empowerment, innovation, honesty and learning The outcomes resulted in halving the time from referral to treatment, development of capability models, a reduction in acute admissions I liked having space to focus we were a good Team with consistency.We had some fun and felt it was freeing - Lisa Enabled us as a collective to take ownership over current issues and be given space to address these - Brett
- 21. 5. Focus on practical behaviour change “It is easier to act yourself into a new way of thinking than to think yourself into a new way of acting” RichardTorseth @rtorseth
- 22. Self organising teams From prof N. Obolenski 6. From self-management of project/dev teams to whole org
- 23. Individuals and interactions over processes and tools Working prototypes over comprehensive business cases Co-design and co-doing over expert roll out solution Learning and adapting over following a set plan Changing behaviour through experience over learning theory The Agile for Services Manifesto* “while there is value in the items on the right, we value the items on the left more” *with affectionate respect to the Agile Manifesto Want to sign-up to this manifesto? (official launch on 1st July on agileservicemanifesto.org) Since 2001, the Manifesto for Agile Software Development has led the way in underpinning the delivery of Agile. In recent years more people have become aware of Agile and the benefits of using it as an approach for delivering change, especially in service organisations. However, the manifesto as it stands doesn’t always fit how service organisations approach Agile. Therefore, the aim is that, just like the software development manifesto, the Agile Service Manifesto will help to focus and bring an undercurrent of effective practice into the mainstream