Lean Change Management (part I) - IAD 2014
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The document discusses various frameworks and tools for managing organizational change, including Kotter's 8-Step Process for Leading Change. It describes each of the 8 steps in Kotter's process, including creating urgency, building a guiding coalition, forming strategic vision and initiatives, enlisting a volunteer army, enabling action, generating short-term wins, sustaining acceleration, and instituting change. It also discusses using insights collection, generating options, experiments/MVPs, and measurements to implement change using a lean startup approach.
![Pu]ng It All Together
#LeanChange
Insights Options BackLog
value
cost
MVP/MVC
negoVate
change
generate
measurements
introduce
change
validate
change
launch
experiment
pivot?
abandon?
Introduce Validate](https://image.slidesharecdn.com/leanchange-ver1-170424135728/85/Lean-Change-Management-part-I-IAD-2014-40-320.jpg)
Lean Change Management (part I) - IAD 2014
- 7. 2013
- 10. Accelerate time to market Managing changing priorities Better align IT/Business Increase productivity Enhance software quality Project visibility Reduce risks
- 13. Lack of up-front planning Loss of management control Management opposition Lack of documentation Lack of predictability Lack of engineering discipline
- 15. General resistance to change
- 16. DANGER – EXTREME STALL RECOVERY
- 18. Current Status • Used by ≈2 Years • Two specific books • A set of adopters across the World (Jason LiLle, Anderson)
- 19. Using Lean Startup for Organizational Change
- 21. CollecVng Insights • Insights: before you can plan any change, you need to understand the current state of the organization • Tools, models and assessments: – ADKAR – Lean Coffee
- 22. well not well retrospectives at all levels AGILE TOOLS ADKAR CHANGE MANAGEMENT TOOLS KOTTER’s8 Steps Insights CollecVng Insights CULTURE AND PEOPLE OCAI Assessment Schneider Culture Model RoundPegg Control Competence CulVvaVon CollaboraVon Insights & MBTI satir
- 24. GeneraVng OpVons • Options: once you’ve gained enough Insights to start planning, you need Options • Options have: – Cost – Value – Impact • Options include one or more hypotheses and expected benefits • Options è Experiments
- 27. Options and Benefits • Lean Coffee: Low Cost, High Value. Simple logistically speaking … if people showed up! • QMO Team Blog: Medium-to-High Cost, Medium Value. Had a great value but a variable cost. • Newsletter: Low Cost, Medium Value. Impersonal in comparison to Lean Coffee.
- 28. Lean Coffee
- 29. MVC or Experiments? • Experiments (MVC): At this point you have learned enough about your current state and considered multiple Options • Now it’s time to introduce a change and see if it works out the way you thought it would
- 31. MVC or Experiments? • Experiments (MVC): At this point you have learned enough about your current state and considered multiple Options • Now it’s time to introduce a change and see if it works out the way you thought it would • Experiments has a sub cycle
- 32. • Prepare: planning stage of the experiment • Use lightweight planning & sense-making tools • In this step you validate your approach with people affected by the change before you implement it Experiments è Prepare
- 33. • Introduce: start working the people affected by the change • Once a change has reached this stage, it’s considered to be in process • Limit the number of changes happening at the same time Experiments è Introduce
- 34. • Review: the outcomes of the Experiment • Typically after the amount of time you thought would be needed for the change to stick Experiments è Review
- 36. “Lean Change Management” – Jason Little
- 45. Lean Startup
- 52. Kotter’s 8-Step Process for Leading Change • Over decades, Dr. Kotter observed the behavior and results of hundreds of organizations and thousands of leaders at all levels when they were trying to transform or execute their strategies. • He identified and extracted the success factors and combined them into a methodology, the 8- Step Process.
- 56. Opportunity
- 57. Opportunity
- 67. STEP 1v 1. 2. 3. 4. 5. 6. 7. 8. Create a Sense of Urgency
- 68. 1. 2. 3. 4. 5. 6. 7. 8. Create a Sense of Urgency STEP 1v
- 69. 1. 2. 3. 4. 5. 6. 7. 8. Create a Sense of Urgency • Craft and use a significant opportunity as a means for exciting people to sign up to change their organization.
- 73. Blaming culture
- 76. Build a Guiding Coalition STEP 2v 1. 2. 3. 4. 5. 6. 7. 8.
- 77. Build a Guiding Coalition 1. 2. 3. 4. 5. 6. 7. 8.
- 78. Build a Guiding Coalition 1. 2. 3. 4. 5. 6. 7. 8. STEP 2v
- 79. Build a Guiding Coalition • Assemble a group with the power and energy to lead and support a collaborative change effort. 1. 2. 3. 4. 5. 6. 7. 8.
- 84. Form a Strategic Vision • Shape a vision to help steer the change effort and develop strategic initiatives to achieve that vision. 1. 2. 3. 4. 5. 6. 7. 8.
- 89. Found the ETC (Enterprise Transition Community), elaborate our Point of Improvements and create an ETC Backlog KAIZEN CONTEXT PEOPLE CHANGE ETC product box Courtesy of DADA ETC - 2012
- 90. Enlist a Volunteer Army • Raise a large force of people who are ready, willing and urgent to drive change. 1. 2. 3. 4. 5. 6. 7. 8.
- 96. Enable Action • Remove obstacles to change, change systems or structures that pose threats to the achievement of the vision. 1. 2. 3. 4. 5. 6. 7. 8.
- 101. Generate Short-Term Wins • Consistently produce, track, evaluate and celebrate volumes of small and large accomplishments – and correlate them to results. 1. 2. 3. 4. 5. 6. 7. 8.
- 107. Sustain Acceleration • Use increasing credibility to change systems, structures and policies that don’t align with the vision; • hire, promote and develop employees who can implement the vision; • reinvigorate the process with new projects, themes and volunteers. 1. 2. 3. 4. 5. 6. 7. 8.
- 112. Institute Change • Articulate the connections between the new behaviors and organizational success, and develop the means to ensure leadership development and succession. 1. 2. 3. 4. 5. 6. 7. 8.
- 116. thanks