ACMP Canada - Transforming Traditional Approaches to Change

@jasonlittle | leanchange.org

TRANSFORMING TRADITIONAL APPROACHES TO CHANGE

http://leanchange.org


1995



$250



TODAY



$250


1995

Today


WHAT’S THE POINT?



1995

Howweapproachchange

“best practices”

standards

plans and documents

Today

SocietalEvolution

outdated thinking

cannot keep up with

today’s pace of change



“All CEOs, including me, are operating in a world where it’s

almost impossible to predict things in the short term, and you need to

be prepared to navigate.”

http://sloanreview.mit.edu/article/conversation-with-the-ceo-pierre-nanterme-chairman-and-ceo-accenture/

AccentureCEOPierreNanterme


http://sloanreview.mit.edu/article/conversation-with-the-ceo-pierre-nanterme-chairman-and-ceo-accenture/


THE HIGHEST PRIORITY IS TO SATISFY THE CUSTOMER THROUGH EARLY, AND CONTINUOUS DELIVERY OF VALUABLE SOFTWARE

Agile Manifesto, 2001



UNLESS YOUR CHANGE IS MOVING A PRINTER, THE HIGHEST PRIORITY IS FACILITATING MEANINGFUL CHANGE WITH OUR “CUSTOMERS”

The Agile Change Manifesto

this doesn’t exist yet, but I guarantee someone will trademark it.



WHO’S OUR “CUSTOMER”?

EXECUTIVES

CHANGE SPONSORS

PEOPLE DIRECTLY AFFECTED

PEOPLE IN-DIRECTLY AFFECTED

NAGGING BOSS WHO KEEPS ASKING FOR GANTT CHARTS



AND WHAT DO THEY CARE ABOUT?

EXECUTIVES

CHANGE SPONSORS




POLITICS, KEEPING THEIR JOB, GETTING THEIR BOSSES JOB WHEN SHE RETIRES




EXECUTIVES

CHANGE SPONSORS




NOT LOOKING LIKE AN IDIOT IN THE MANAGEMENT MEETINGS, KEEPING THE

ILLUSION THEY HAVE CONTROL OVER THEIR TEAM




EXECUTIVES

CHANGE SPONSORS




DOES THIS CHANGE MEAN I’LL LOSE MY JOB? WHY DOESN’T THIS ANNOYING CHANGE PERSON LEAVE ME ALONE!!




EXECUTIVES

CHANGE SPONSORS




ARE WE ON TRACK SO I STILL GET MY BONUS? THIS BETTER WORK, OR MY

CAREER IS OVER…




EXECUTIVES

CHANGE SPONSORS




UG. ONE MORE ANNOYING THING TO DEAL WITH.



HOW CAN AGILE HELP?



AGILE? PAHLEEEZE!



KOTTER? PAHLEEEZE!



AGILE IN 2001The people who just got it.

Innovators and early adopters



AGILE IN 2005The descent of the certifications

Early Majority



AGILE IN 2010The descent of the frameworks

Late Majority



AGILE IN 2015The non-software crowd

Laggards



TODAY’S DYNAMICAgile innovators are stealing ideas from OD/CMCM/OD innovators are stealing ideas from Agile



2001 4 V A L U E S 1 2 P R I N C I P L E S

agilemanifesto.org


http://agilemanifesto.org


INDIVIDUALS AND INTERACTIONS OVER PROCESSES AND TOOLS



WORKING SOFTWARE OVER COMPREHENSIVE DOCUMENTATION



CUSTOMER COLLABORATION OVER CONTRACT NEGOTIATION



RESPONDING TO CHANGE OVER FOLLOWING A PLAN



individuals and interactions over processes and tools

working software over comprehensive documentation

customer collaboration over contract negotiation

responding to change over following a plan

if you applied these values to how you approach change today,

what would be different?

5 minutes at your tables


Pull over PushTouch over TechnologyOrganic over Scripted

Growth over Perfection

CREATING A CHANGE MANAGEMENT MANIFESTO ROOTED IN AGILE VALUES AND PRINCIPLES


Agile Team’s Kanban Board

Change Team’s Kanban Board

PULL OVER PUSH


CO-CREATED CHANGE PLANSTOUCH OVER TECHNOLOGY

WHOOPSIE, TIME WASTED…TOUCH OVER TECHNOLOGY

…BUT IN A GOOD WAY.TOUCH OVER TECHNOLOGY

PEER ACCOUNTABILITYTOUCH OVER TECHNOLOGY

VISIBLE PROGRESSORGANIC OVER SCRIPTED

FACE TO FACE INTERACTIONGROWTH OVER PERFECTION


TRADITIONAL CHANGEStandards

Process-driven

Tools and Templates

Plan-driven

Change Activities

Urgency

Change people own it

USING AGILE FOR CHANGE

Contextual

People-driven

Face-to-Face

Feedback-driven

Experiments

Purpose

People directly affected own it



IF YOU’RE NOT PASSIONATE ABOUT BRINGING MEANINGFUL CHANGE, GET OFF THE PATH.

Daryl Conner


SHU (BEGINNER)VISUALIZE WORK, DO STANDUPS, WORK IN WEEKLY SPRINTS, DO RETROSPECTIVES

Follow the process, don’t question it until you know you should


REQUIREMENTS BUILD TEST DEPLOY

6 month project

TRA

DIT

ION

AL

FUNCTIONAL TEAM

FUNCTIONAL TEAM

FUNCTIONAL TEAM

FUNCTIONAL TEAMHANDOFF HANDOFF HANDOFF

CUSTOMER FEEDBACK

REQUIREMENTS

BUILD

TEST

DEPLOY

REQUIREMENTS

BUILD

TEST

DEPLOY

REQUIREMENTS

BUILD

TEST

DEPLOY

REQUIREMENTS

BUILD

TEST

DEPLOY

2 weeks 4 weeks 6 weeks 8 weeks

AG

ILE

CROS

S-FU

NCTIO

NAL T

EAM

CUSTOMER FEEDBACK

CUSTOMER FEEDBACK

CUSTOMER FEEDBACK

CUSTOMER FEEDBACK


IT CHANGE OWNS THE WALL

HA (ADVANCED)CULTURE HACKING, LIMIT NUMBER OF IN-PROGRESS CHANGES, USE EXPERIMENTS INSTEAD OF EXECUTING CHANGE ACTIVITIES, “BREAK THE RULES”

Realize you can change the rules to suit your context

LIGHTER-WEIGHT TOOLS

LEANCHANGE.ORG/RESOURCES

RI (EXPERT)CREATE YOUR OWN CONTEXTUAL CHANGE FRAMEWORK USING THE MOJITO METHOD

Realize that you own your process and can create it

KOKORO (SIMPLIFY)SMALL INTERVENTIONS AND MOVEMENTS OVER TIME. ONLY CONVERSATIONS MATTER.

No more frameworks do you require…a Jedi you are


DIVERSITY IS BEING ASKED TO THE PARTY. INCLUSION IS BEING ASKED TO DANCE

Lajuanda Asemota


@jasonlittle | leanchange.orgIS THIS MAKING ANY SENSE?

Homework:

Write down a number from 1 to 5

1 = you felt a bit lost during this session

5 = you should have delivered this session


@jasonlittle | leanchange.orgIF YOU ANSWERED 1

SORRY! BUT THERE IS HOPE!

▸ go to meetup.com and join a local Agile meet up. #AgileTo

▸ find local companies that are adopting Agile and go talk to them (but not enterprise companies, they are horrible at Agile. Sorry, they are. Really.)

▸ Read The Art of Agile Development by James Shore


http://meetup.com


GOOD, EXPERIMENTING IS THE BEST WAY TO LEARN!

▸ go sit with whoever it is you’re “trying to change”, and not with your department

▸ make a personal kanban board showing all the things you’re working on, make it public

▸ start daily standup meetings for 15 minutes every day on every change initiative you’re working with

▸ stop making powerpoint

▸ really, stop making powerpoint

▸ have bi-weekly retrospectives with your team, and the people you’re ‘trying to change’ about how the overall change is progressing. Use that data to change your change plan



PERSONAL ACCOUNTABILITY!

▸ write down an experiment you want to try

▸ write your email address on the paper, and the date you would like to be contacted

▸ give it to someone you don’t know (or email your experiment to me at [email protected] )

▸ phrase it like this: Objective - I want to <do this> because I think this <outcome will emerge>. My key results would be <your own self-measurements>

▸ Example: I want to know if our change management practice is effective so I’m going to talk to 10 people directly impacted by the change and bring their feedback back to our change team by Aug 1.


mailto:[email protected]


WAKE UP!

▸ not as is, “wake up, you don’t get it”, it’s “wake up” meaning you were probably bored throughout this whole thing!

▸ Seriously though, start following people like Jen Frahm, Heather Stagl, Jurgen Appelo, Esther Derby, Don Gray, Niels Pflaeging, Paul Gibbons, Craig Larman, Luc Galoppin, Diana Larsen. They are people who live in the Agile, Change/OD, and management spaces who are building bridges between these communities. (and there are probably lots more)



YEEEER UP!

▸ Alright smarty pants, correct me!

▸ Seriously though, go to Agile events and connect with Agile Coaches who desire more help with OD and Change.



Questions?

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ACMP Canada - Transforming Traditional Approaches to Change

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