navigating organizational change
TRANSCRIPT
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@leanintuit @mikeeedwards @dwhelan
navigating organizational change
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@leanintuit @mikeeedwards @dwhelan
“We cannot solve our problems with the same thinking we used when we created them”
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the A-team game
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@leanintuit @mikeeedwards @dwhelan
purposeWe are all part of the A-Team Greeting Card company.
We are branching out into postcards.
Our target market is agile and lean geeks.
The goal of this game is to make as many postcards as you can in 10 minutes.
There will be two rounds.
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B.A.
Architect Developer
TesterProjectManager
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@leanintuit @mikeeedwards @dwhelan
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@leanintuit @mikeeedwards @dwhelan
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@leanintuit @mikeeedwards @dwhelan
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@leanintuit @mikeeedwards @dwhelan
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@leanintuit @mikeeedwards @dwhelan
rulesYou all have specific roles depending on your table. Review your role for what you need to do.
Please note the pre-requisites that must be met before you can start to work.
You score when you successfully deploy a post-card to the customer.
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@leanintuit @mikeeedwards @dwhelan
round 1
p p
pp
p
project managers
a a
aa
a
architects
d d
dd
d
developers
t t
t
t
t
testers
b b
bb
b
business analysts
Note: only the project manager can leave the table.
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@leanintuit @mikeeedwards @dwhelan
round 1
Reminder: only the project manager can leave the table.
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@leanintuit @mikeeedwards @dwhelan
round 2
1b t
p
a d 2b t
a d 3b t
a d 4b t
a d 5b t
a d
p p p p
Reminder: self-organize but prerequisites must be maintained
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@leanintuit @mikeeedwards @dwhelan
round 2
Reminder: self-organize but prerequisites must be maintained
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@leanintuit @mikeeedwards @dwhelan
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@leanintuit @mikeeedwards @dwhelan
build feature
what customers want
request
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@leanintuit @mikeeedwards @dwhelan
requirements
what customers get
request
feature
analysis design
code test deploy
Handoff Handoff
Handoff Handoff
Handoff
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@leanintuit @mikeeedwards @dwhelan
0
15
30
45
60
2006 2007 2008 2010 2011 2012 2013 2014
Failure to Change Culture General Resistance to ChangeLack of Skill Lack of Management Support
9 Year “Barriers to Agile” Trend from Version One “State of Agile” Survey
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@leanintuit @mikeeedwards @dwhelan
of change initiatives fail70%
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@leanintuit @mikeeedwards @dwhelan
30% succeed1995 – Kotter: 30%
1998 – Turner and Crawford: 33% 2005 – Procsi: 29%
2008 – Mckinsey: 30% 2011 – Standish Group: 34%
Hammer and Champy – 1993 Beer and Nohria – 2000
Senturia – 2008
http://www.bcs.org/upload/pdf/markhughes-060910.pdf
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@leanintuit @mikeeedwards @dwhelan
I want faster, better, cheaper
How can I test in an Agile way?
How can I write code in an Agile
way?
How can I gather
requirements in an Agile way?
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@leanintuit @mikeeedwards @dwhelan
“Misalignment happens when the organizational structure is not aligned
with the espoused theory of the organization’s purpose.”
- Craig Larman, Creator of LeSS
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@leanintuit @mikeeedwards @dwhelan
HR Change AgileAgile Pilot Team
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@leanintuit @mikeeedwards @dwhelan
culture follows structure
TRANSFORMATION!
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@leanintuit @mikeeedwards @dwhelan
culture follows structure
TRANSFORMATION!
ANDAND
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@leanintuit @mikeeedwards @dwhelan
what transformation means
Shared Values (culture)
Strategy Structure Systems
Skills Style Staff
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@leanintuit @mikeeedwards @dwhelan
a new ‘old way’ of organizing
Horizon 1
Horizon 2
Horizon 3
Stability
Experimentation
“Innovation”
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@leanintuit @mikeeedwards @dwhelan
create a petri dish
Horizon 1
Horizon 2
SAFe, Agile pilots, ‘Scrumify’ existing teams,
mandated ‘innovation time’ Horizon 3
Create a new company inside the existing
company that WILL NOT conform to any existing
organizational boundaries!
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@leanintuit @mikeeedwards @dwhelan
what can I do?
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@leanintuit @mikeeedwards @dwhelan
tools to support change1.lean coffee 2.share information 3.change canvas 4.perspective mapping 5.blast radius
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@leanintuit @mikeeedwards @dwhelan
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@leanintuit @mikeeedwards @dwhelan
share information
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@leanintuit @mikeeedwards @dwhelan
change canvasleanchange.org/alignment
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@leanintuit @mikeeedwards @dwhelan
EXECUTIVE
MANAGER
TEAMS/
PERSPECTIV
DAT SUPPORTING THE CHANGE
HOLDING BACK
THEME THEME
2 - perspective mappingleanchange.org/perspectivemapping
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@leanintuit @mikeeedwards @dwhelan
blast radiusleanchange.org/blastradius
CUSTOMERS
Processes Affected
PRODUCT 1
DEV
QA PROCESSSTATUS
REPORTS
PILOTTEAM
OPS
DEPENDENTTEAM(S)
People Affected
Directly Affected
In-Directly Affected
Observers
+ Movers
- Immovables
Moveables
++
-
MARKETING
-
! Hard to change
“Easier” to change
!
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@leanintuit @mikeeedwards @dwhelan
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@leanintuit @mikeeedwards @dwhelan
but not easy
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@leanintuit @mikeeedwards @dwhelan
Organizations are implicitly optimized to avoid changing the status quo middle-‐ and first-‐level manager and “specialist”
positions & power structures.
Larman’s Law:Your only impediment to transformation.
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@leanintuit @mikeeedwards @dwhelan
inspiration
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@leanintuit @mikeeedwards @dwhelan
references
leanchange.org leanintuit.com
adecadeofagile.com http://www.mindtools.com/pages/article/newSTR_91.htm http://www.craiglarman.com/wiki/index.php?title=Larman
%27s_Laws_of_Organizational_Behavior
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@leanintuit @mikeeedwards @dwhelan
lean in with us!
leanintuit.com/tac2015
We have a free white paper on a Decade of Agile.
Join a virtual coaching circle with us!
Contact us to help with change at your organization.