Emotions are at the heart of change. Learning about the emotions you and your colleagues will feel as you lead change gives you tools to help facilitate change more effectively.
7. • Today - Agile Transformation Servant Leader
• Before - R&D Operations Head for the Korean 3G-Wireless Market
• Early on - Software developer
• 15 years in international cross-company collaborationBioWeb: http://rajile.com E-mail: raj@ripnet.com / raj.mudhar@alcatel-lucent.com
LinkedIn: http://ca.linkedin.com/in/rajmudhar Twitter: @rmudhar
3Thursday, October 28, 2010
8. • Company Profile:
• Operating in130+ countries
• Annual Revenues: €15.2 billion (2009)
• Employees: 77,000+
• Employee Nationalities:100+
• R&D Profile:
• Budget: €2.4 billion (2009)
• Active Patents Held: 27,600
• Patents Awarded in 2009: 2,100
• Nobel Prizes Won: 7
• More than 500 experts in ~100 worldwide standards
organizations.
Alcatel-Lucent
4Thursday, October 28, 2010
9. We are the network
behind your smartphone
5Thursday, October 28, 2010
34. “There’s NO
WAY this
will work!”
“Our first Sprintwas an unmitigateddisaster!”
From Waterfall
to Scrum
13Thursday, October 28, 2010
35. “There’s NO
WAY this
will work!”
“Our first Sprintwas an unmitigateddisaster!”
“We like it but
this is HARD.”
From Waterfall
to Scrum
13Thursday, October 28, 2010
36. “There’s NO
WAY this
will work!”
“Our first Sprintwas an unmitigateddisaster!”
“We like it but
this is HARD.”
“Wow, less waste,faster cycle time,more productive andbetter quality!”
From Waterfall
to Scrum
13Thursday, October 28, 2010
40. “We are too
distributed.”
“Our productsare toocomplex.”
“This will
never work
here.”
“Our
situation is
different.”
16Thursday, October 28, 2010
41. “We are too
distributed.”
“Our productsare toocomplex.”
“This will
never work
here.”
“We’re
already
Agile!”
“Our
situation is
different.”
16Thursday, October 28, 2010
44. “I want
nothing to
do with
this!”
“Stop
dreaming, we
live in the real
world.”
“Teams can’tmanagethemselves!”
“This won’twork here!”
18Thursday, October 28, 2010
45. “I want
nothing to
do with
this!”
“...”
“Stop
dreaming, we
live in the real
world.”
“Teams can’tmanagethemselves!”
“This won’twork here!”
18Thursday, October 28, 2010
48. “I’ll just Scrum in
my component
team.”
“We’ll justScrum onwaterfall phases.”
“How about a
daily stand-up
twice a week?”
“Scrum is just for
coding, so we (non-
coders) don’t need it.”
“Let’s rename
Project managers
to ScrumMasters.”
20Thursday, October 28, 2010
49. “I’ll just Scrum in
my component
team.”
“We’ll justScrum onwaterfall phases.”
“How about a
daily stand-up
twice a week?”
“Scrum is just for
coding, so we (non-
coders) don’t need it.”
“Agile is
just an R&D
thing...”
“Let’s rename
Project managers
to ScrumMasters.”
20Thursday, October 28, 2010
52. “I’m exhausted
from trying.” “I just
want to
give up.”
“I miss the oldway.”
“This is
too hard!”
“It’s too much too
fast.”
22Thursday, October 28, 2010
63. Performance / Action
Old Status Quo
Resistance
Chaos
Integration
New Status Quo
Satir Change Model
Attribution: http://stevenmsmith.com/ar-satir-change-model/
31Thursday, October 28, 2010
64. Performance / Action
Old Status Quo
Resistance
Chaos
Integration
New Status Quo
Satir Change Model
Attribution: http://stevenmsmith.com/ar-satir-change-model/
Encourage teams to search for
solutions and ideas from outside.
31Thursday, October 28, 2010
65. Performance / Action
Old Status Quo
Resistance
Chaos
Integration
New Status Quo
Satir Change Model
Attribution: http://stevenmsmith.com/ar-satir-change-model/
Encourage teams to search for
solutions and ideas from outside.
Help people open up, become
aware, and deal with denial,
blame, and depression.
31Thursday, October 28, 2010
66. Performance / Action
Old Status Quo
Resistance
Chaos
Integration
New Status Quo
Satir Change Model
Attribution: http://stevenmsmith.com/ar-satir-change-model/
Encourage teams to search for
solutions and ideas from outside.
Help people open up, become
aware, and deal with denial,
blame, and depression.
Encourage creation of support systems that
allow people to feel safe. Avoid attempts to short
circuit this stage with silver-bullet solutions.
31Thursday, October 28, 2010
67. Performance / Action
Old Status Quo
Resistance
Chaos
Integration
New Status Quo
Satir Change Model
Attribution: http://stevenmsmith.com/ar-satir-change-model/
Encourage teams to search for
solutions and ideas from outside.
Help people open up, become
aware, and deal with denial,
blame, and depression.
Encourage creation of support systems that
allow people to feel safe. Avoid attempts to short
circuit this stage with silver-bullet solutions.
Offer reassurance and help
find new methods for
coping with difficulties.
31Thursday, October 28, 2010
68. Performance / Action
Old Status Quo
Resistance
Chaos
Integration
New Status Quo
Satir Change Model
Attribution: http://stevenmsmith.com/ar-satir-change-model/
Encourage teams to search for
solutions and ideas from outside.
Help people open up, become
aware, and deal with denial,
blame, and depression.
Encourage creation of support systems that
allow people to feel safe. Avoid attempts to short
circuit this stage with silver-bullet solutions.
Offer reassurance and help
find new methods for
coping with difficulties.
Help people feel safe
& champion success.
31Thursday, October 28, 2010
69. Old
Status Quo Chaos Integration New
Status Quo
Time
Time
Transforming
Idea
Foreign
Element
Foreign
Element
Foreign
Element
Foreign
Element
Foreign
Element
Lack of
transforming
idea
Old Status Quo
Chaos
Integration
New Status Quo
Transforming
IdeaForeign Element
Foreign
Element
Satir Change Model
Attribution: http://www.coyotevalley.com/scm.html
32Thursday, October 28, 2010