El documento describe el viaje de Jason Little para desarrollar un enfoque mejor para el cambio organizacional a través de varios años que incluyó escribir un libro, dar talleres y hablar con muchas personas y organizaciones. A lo largo de este tiempo, Little descubrió cinco universales del cambio efectivo que incluyen propósito y causa, urgencia, diálogo significativo, experimentación y respuesta al cambio en lugar de resistencia.
Lean Change Agent - Applying Lean and Agile to Change ManagementJason Little
As a change agent, I’m sure you’ve experienced how difficult it can be to introduce change into an organization. That could mean you’re an Agile Coach or Scrum Master tasked with introducing Agile, and it can also mean you’re a Change Management Professional who is looking for more effective ways to develop and execute change programs.
This 2-day workshop, based on the book Lean Change Management, is designed to help you discover more effective practices for introducing, and managing change in your organization. You’ll learn by doing, not by reading PowerPoint slides! You’ll hear real stories about how to apply better, innovative practices to managing change.
Modern Change Management - 5 Universals for ChangeJason Little
We’ve run over 450 workshops in 30 countries for over 5000 people and visited countless organizations of all sizes. We’ve discovered 5 Universals for Change that help you apply the right approach for change, at the right time.
20220607 Introduction to Flight LevelsCraeg Strong
The Flight Levels framework represents a breakthrough achievement in the Agile community, finally living up to the promise of true Business Agility. It does this by encompassing every part of the organization and encouraging participation at every level, across all disciplines. The flight level model recognizes that we need three “viewpoints” for managing our work—flight level three, or the strategy level, flight level two, or the coordination level, and flight level one, or the team level. Flight Levels provide a simple and clear way to connect strategy to execution—facilitating alignment and enabling innovation to occur at every level. Unlike complex and prescriptive frameworks, Flight Levels fit in smoothly with your existing processes like Scrum or Kanban and can be adopted quickly and incrementally.
In this talk I will introduce the flight levels framework, focusing on the problems that it solves and how it differs from other well-known frameworks. Unlike other frameworks, flight levels can be used by the entire company—it is non-IT specific. In addition, flight levels can happily coexist with other Agile frameworks. Rather than specify what teams should be doing, the flight levels framework focuses on helping teams coordinate in value streams and connecting strategy to execution at the portfolio and corporate strategy level. Unlike traditional org charts, the flight level system maps the flow of work and helps us understand the needs for coordination--where we need daily touchpoints and feedback loops. A flight level system consists of a flight level three, or strategy level board mapping corporate strategy to our portfolio of work via OKRAs—(objectives key results and Actions) as well as one or more flight level two boards to help us coordinate the work of multiple teams within a given value stream. These boards all connect to our standard flight level one team-level Scrum or Kanban boards. This talk introduces an exciting new approach to enterprise agility that is neither vague nor overly prescriptive. Participants will come away with a new perspective on scaling Agile that they can apply immediately, no matter which Agile framework(s) their organization is using.
While most organization seek increased agility, many struggle. Studies indicate leadership is a key barrier. These slides provide an overview of Agile Leadership and how to develop it.
For a voiceover version webinar - visit http://agileleadershipjourney.com/resources
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly-changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change.
Agile transformation necessitates a fundamental rethinking of how your company organizes for delivery, how it delivers value to its customers, and how it plans and measures outcomes. Agile transformation is about building enabling structures, aligning the flow of work, and measuring for outcomes based progress. It's about breaking dependencies. The reality is that this kind of change can only be led from the top. This talk will explore how executives can define an idealized end-state for the transformation, build a fiscally responsible iterative and incremental plan to realize that end-state, as well as techniques for tracking progress and managing change.
Reprogramming Leadership for Agility - September 2016Pete Behrens
Interested in scaling agile to your entire organization? Most leaders look to scaling frameworks to drive their adoption and growth. However, research shows that the largest impediment to further agile adoption is organizational leaders and culture.
This presentation provides a framework for leaders to begin with their own thinking and behaviors - to role model agility for the organization to improve adoption, sustain and grow agility in their organizations.
Lean Change Agent - Applying Lean and Agile to Change ManagementJason Little
As a change agent, I’m sure you’ve experienced how difficult it can be to introduce change into an organization. That could mean you’re an Agile Coach or Scrum Master tasked with introducing Agile, and it can also mean you’re a Change Management Professional who is looking for more effective ways to develop and execute change programs.
This 2-day workshop, based on the book Lean Change Management, is designed to help you discover more effective practices for introducing, and managing change in your organization. You’ll learn by doing, not by reading PowerPoint slides! You’ll hear real stories about how to apply better, innovative practices to managing change.
Modern Change Management - 5 Universals for ChangeJason Little
We’ve run over 450 workshops in 30 countries for over 5000 people and visited countless organizations of all sizes. We’ve discovered 5 Universals for Change that help you apply the right approach for change, at the right time.
20220607 Introduction to Flight LevelsCraeg Strong
The Flight Levels framework represents a breakthrough achievement in the Agile community, finally living up to the promise of true Business Agility. It does this by encompassing every part of the organization and encouraging participation at every level, across all disciplines. The flight level model recognizes that we need three “viewpoints” for managing our work—flight level three, or the strategy level, flight level two, or the coordination level, and flight level one, or the team level. Flight Levels provide a simple and clear way to connect strategy to execution—facilitating alignment and enabling innovation to occur at every level. Unlike complex and prescriptive frameworks, Flight Levels fit in smoothly with your existing processes like Scrum or Kanban and can be adopted quickly and incrementally.
In this talk I will introduce the flight levels framework, focusing on the problems that it solves and how it differs from other well-known frameworks. Unlike other frameworks, flight levels can be used by the entire company—it is non-IT specific. In addition, flight levels can happily coexist with other Agile frameworks. Rather than specify what teams should be doing, the flight levels framework focuses on helping teams coordinate in value streams and connecting strategy to execution at the portfolio and corporate strategy level. Unlike traditional org charts, the flight level system maps the flow of work and helps us understand the needs for coordination--where we need daily touchpoints and feedback loops. A flight level system consists of a flight level three, or strategy level board mapping corporate strategy to our portfolio of work via OKRAs—(objectives key results and Actions) as well as one or more flight level two boards to help us coordinate the work of multiple teams within a given value stream. These boards all connect to our standard flight level one team-level Scrum or Kanban boards. This talk introduces an exciting new approach to enterprise agility that is neither vague nor overly prescriptive. Participants will come away with a new perspective on scaling Agile that they can apply immediately, no matter which Agile framework(s) their organization is using.
While most organization seek increased agility, many struggle. Studies indicate leadership is a key barrier. These slides provide an overview of Agile Leadership and how to develop it.
For a voiceover version webinar - visit http://agileleadershipjourney.com/resources
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly-changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change.
Agile transformation necessitates a fundamental rethinking of how your company organizes for delivery, how it delivers value to its customers, and how it plans and measures outcomes. Agile transformation is about building enabling structures, aligning the flow of work, and measuring for outcomes based progress. It's about breaking dependencies. The reality is that this kind of change can only be led from the top. This talk will explore how executives can define an idealized end-state for the transformation, build a fiscally responsible iterative and incremental plan to realize that end-state, as well as techniques for tracking progress and managing change.
Reprogramming Leadership for Agility - September 2016Pete Behrens
Interested in scaling agile to your entire organization? Most leaders look to scaling frameworks to drive their adoption and growth. However, research shows that the largest impediment to further agile adoption is organizational leaders and culture.
This presentation provides a framework for leaders to begin with their own thinking and behaviors - to role model agility for the organization to improve adoption, sustain and grow agility in their organizations.
This is a presentation on "Lean & Agile Organizational Leadership: History, Theory, Models, & Popular Ideas," which are emerging models for managing high-risk, time-sensitive R&D-oriented new product development (NPD) projects with demanding customers and fast-changing market conditions (at the enterprise, portfolio, and program levels). It establishes the context, provide a definition, and describe the value-system for lean and agile methods, principles, and core ideas. It provides a brief history and comparative analysis of agile methods (i.e., Crystal Methods, Scrum, Dynamic Systems Development Method, Feature Driven Development, and Extreme Programming), project management models (i.e., Radical, Adaptive, Extreme, Agile, and Simplified Agile), and portfolio frameworks (i.e., Enterprise Scrum, Scaled Agile Framework, Large Scale Scrum, Disciplined Agile Delivery, and Recipes for Agile Governance). Then it provides multiple histories of the fields of organizational leadership, administration, and management over the last 100 years. It then introduces, delves into, describes, and provides a brief survey and comparative analysis of emerging theories, models, and methods of lean and agile leadership (i.e., Agile, Employee, Radical, Lean, and Leadership 3.0). Finally, it closes with an expose of the top organizational change paradigms most closely aligned with the field of lean and agile development, project management, and portfolio management methodologies (along with a unique summary of the major tenets, principles, and practices of lean & agile organizational leadership). This briefing has been warmly received by multiple U.S. government agencies, contractors, and university audiences throughout Baltimore-Washington, DC.
Slides of the 'deep' talk presented @ Agile O'Day 2017 #agileoday on the topic of "Business Agility" - Business agility is the "ability of a business system to rapidly respond to change by adapting its initial stable configuration”
Research has shown that a simple idea, the mindset, could affect the way we lead our lives. But not only affect us as individuals but could also affect our organisation's "agility". being aware of the two types of mindsets, fixed and growth or as Linda Rising like to name agile mindset, is the first step towards changing your mindset and your organisation's one! this material has been used to facilitate a learning lab that organised by Ericsson's High Performing Team Environment network of coaches.
What changes are needed in management and leadership to move towards the new lean culture of creative and knowledge work?
My presentation from Agile Finland's Modern Agile Breakfast.
Prioritization – 10 different techniques for optimizing what to start next ...Troy Magennis
10 different prioritization techniques to help understand what to START next. Shows the evolution between choosing at random up to full economic analysis. First presented at Agile 2017 in Florida.
Actionable Agile Metrics for Predictability - Daniel VacantiAgile Montréal
Actionable Agile Metrics for Predictability
“When will it be done?” That's the first question customers ask once work is started. Your predictability is judged by the accuracy of your answer. Think about how many times you’ve been asked that question and how many times you’ve been wrong. That you’ve been wrong more times than right is not necessarily your fault. You have been taught to collect and analyze the wrong metrics. Until now.
About Daniel Vacanti
Daniel Vacanti is a 20+ year software industry veteran who has spent most of his career focusing on Lean and Agile practices. In 2007, he helped to develop the Kanban Method for knowledge work and managed the world’s first project implementation of Kanban that year. He has been conducting Lean-Agile training, coaching, and consulting ever since. In 2011 he founded ActionableAgile (previously Corporate Kanban) which provides industry-leading predictive analytics tools and services organizations that utilize Lean-Agile practices. In 2015 he published his book, “Actionable Agile Metrics for Predictability”, which is the definitive guide to flow-based metrics and analytics. Daniel holds an M.B.A. and regularly teaches a class on lean principles for software management at the University of California Berkeley.
Lean Agile Center of Excellence LACE – Drink our own ChampagneCA Technologies
How to establish a Lean Agile Center of Excellence in your organization, and lead your transformation initiative in an Agile way. Drinking our own champagne as change agents.
Create and Evolve your Lean Agile Center of Excellence!
10 steps to a successsful enterprise agile transformation global scrum 2018Agile Velocity
Presented at Scrum Gathering Minneapolis, Senior Agile Coach and Trainer Mike Hall provides leaders and managers 10 steps to a successful enterprise Agile transformation.
Having reviewed a number of Agile adoption approaches by big consulting companies given to organizations within the Kingdom, it's clear that many of them don't have the appropriate backgrounds to perform Agile transformations.
This session will discuss the Agile transformation adoption roadmap from real practitioners with numerous Agile adoptions in Saudi Arabia.
We will discuss what to try, what not to avoid, and some general things to consider.
El rol del Management en una empresa Agile-Lean. Principios subyacentes, cultura, responsabilidades, tipos de Agile Managers y características de un Agile Manager.
Ver presentación en inglés aquí: http://www.slideshare.net/xalbaladejo/cas2014-agile-management-is-different-xavier-albaladejo-v11
PRESENTACIÓN EJECUTIVA, EXCLUSIVA PARA LOS MIEMBROS DE NUESTRO GRUPO. MASTERING ENGAGEMENT TEAM.
FACILITANDO LA GESTIÓN DEL CAMBIO. LO QUE LOS LÍDERES Y CAMPEONES DEL PROCESO DEBEN HACER.
Con la referencia del libro:
The eight constants of change. Change Guides LLC, Stacy Aaron y Kate Nelson.
Y referencias adicionales, notas y agregados de:
Patricio A. Pimentel.
This is a presentation on "Lean & Agile Organizational Leadership: History, Theory, Models, & Popular Ideas," which are emerging models for managing high-risk, time-sensitive R&D-oriented new product development (NPD) projects with demanding customers and fast-changing market conditions (at the enterprise, portfolio, and program levels). It establishes the context, provide a definition, and describe the value-system for lean and agile methods, principles, and core ideas. It provides a brief history and comparative analysis of agile methods (i.e., Crystal Methods, Scrum, Dynamic Systems Development Method, Feature Driven Development, and Extreme Programming), project management models (i.e., Radical, Adaptive, Extreme, Agile, and Simplified Agile), and portfolio frameworks (i.e., Enterprise Scrum, Scaled Agile Framework, Large Scale Scrum, Disciplined Agile Delivery, and Recipes for Agile Governance). Then it provides multiple histories of the fields of organizational leadership, administration, and management over the last 100 years. It then introduces, delves into, describes, and provides a brief survey and comparative analysis of emerging theories, models, and methods of lean and agile leadership (i.e., Agile, Employee, Radical, Lean, and Leadership 3.0). Finally, it closes with an expose of the top organizational change paradigms most closely aligned with the field of lean and agile development, project management, and portfolio management methodologies (along with a unique summary of the major tenets, principles, and practices of lean & agile organizational leadership). This briefing has been warmly received by multiple U.S. government agencies, contractors, and university audiences throughout Baltimore-Washington, DC.
Slides of the 'deep' talk presented @ Agile O'Day 2017 #agileoday on the topic of "Business Agility" - Business agility is the "ability of a business system to rapidly respond to change by adapting its initial stable configuration”
Research has shown that a simple idea, the mindset, could affect the way we lead our lives. But not only affect us as individuals but could also affect our organisation's "agility". being aware of the two types of mindsets, fixed and growth or as Linda Rising like to name agile mindset, is the first step towards changing your mindset and your organisation's one! this material has been used to facilitate a learning lab that organised by Ericsson's High Performing Team Environment network of coaches.
What changes are needed in management and leadership to move towards the new lean culture of creative and knowledge work?
My presentation from Agile Finland's Modern Agile Breakfast.
Prioritization – 10 different techniques for optimizing what to start next ...Troy Magennis
10 different prioritization techniques to help understand what to START next. Shows the evolution between choosing at random up to full economic analysis. First presented at Agile 2017 in Florida.
Actionable Agile Metrics for Predictability - Daniel VacantiAgile Montréal
Actionable Agile Metrics for Predictability
“When will it be done?” That's the first question customers ask once work is started. Your predictability is judged by the accuracy of your answer. Think about how many times you’ve been asked that question and how many times you’ve been wrong. That you’ve been wrong more times than right is not necessarily your fault. You have been taught to collect and analyze the wrong metrics. Until now.
About Daniel Vacanti
Daniel Vacanti is a 20+ year software industry veteran who has spent most of his career focusing on Lean and Agile practices. In 2007, he helped to develop the Kanban Method for knowledge work and managed the world’s first project implementation of Kanban that year. He has been conducting Lean-Agile training, coaching, and consulting ever since. In 2011 he founded ActionableAgile (previously Corporate Kanban) which provides industry-leading predictive analytics tools and services organizations that utilize Lean-Agile practices. In 2015 he published his book, “Actionable Agile Metrics for Predictability”, which is the definitive guide to flow-based metrics and analytics. Daniel holds an M.B.A. and regularly teaches a class on lean principles for software management at the University of California Berkeley.
Lean Agile Center of Excellence LACE – Drink our own ChampagneCA Technologies
How to establish a Lean Agile Center of Excellence in your organization, and lead your transformation initiative in an Agile way. Drinking our own champagne as change agents.
Create and Evolve your Lean Agile Center of Excellence!
10 steps to a successsful enterprise agile transformation global scrum 2018Agile Velocity
Presented at Scrum Gathering Minneapolis, Senior Agile Coach and Trainer Mike Hall provides leaders and managers 10 steps to a successful enterprise Agile transformation.
Having reviewed a number of Agile adoption approaches by big consulting companies given to organizations within the Kingdom, it's clear that many of them don't have the appropriate backgrounds to perform Agile transformations.
This session will discuss the Agile transformation adoption roadmap from real practitioners with numerous Agile adoptions in Saudi Arabia.
We will discuss what to try, what not to avoid, and some general things to consider.
El rol del Management en una empresa Agile-Lean. Principios subyacentes, cultura, responsabilidades, tipos de Agile Managers y características de un Agile Manager.
Ver presentación en inglés aquí: http://www.slideshare.net/xalbaladejo/cas2014-agile-management-is-different-xavier-albaladejo-v11
PRESENTACIÓN EJECUTIVA, EXCLUSIVA PARA LOS MIEMBROS DE NUESTRO GRUPO. MASTERING ENGAGEMENT TEAM.
FACILITANDO LA GESTIÓN DEL CAMBIO. LO QUE LOS LÍDERES Y CAMPEONES DEL PROCESO DEBEN HACER.
Con la referencia del libro:
The eight constants of change. Change Guides LLC, Stacy Aaron y Kate Nelson.
Y referencias adicionales, notas y agregados de:
Patricio A. Pimentel.
la indagación apreciativa tiene como base 5 principios, que se transformaron en 10. En la presentación que hacemos de los mismos, a partir del libro Indagación Apreciativa, de Miriam Subirana y David Cooperrider, los explicamos agrupados en 7 bloques
Lean Change Management - 5 Years of InsightsJason Little
What's next for Lean Change Management? Here's a preview based on completing a roadshow around the world, in person and virtually, showing patterns of what really matters to change agents.
Rethinking Transformation - Agile Consortium Feb 2019Jason Little
Our organizations didn't plan their way into the mess they're in so there's no way they're going to plan their way out of it. Manage change at the events and intervention points that make a difference.
Toronto Agile - Organize People Around the WorkJason Little
Presented at Toronto Agile's March 2018 webinar. How to use network density to understand how people are organized, and the impact of substantial organizational change.
Agile and Change Management - CMI Canada Webinar Feb 2018Jason Little
This webinar was shaped by attendee questions, and was run in a lean coffee type of way. The lesson? As change agents, 'the change' isn't about us, it's about the people who need to live with the consequences of the change so shape the change based on what they need.
Rethinking Transformation Spark the Change IndiaJason Little
We cling to linear change models because they make us feel good, but they don't work in today's world. The most popular change methods predate the internet, and whether we like it or not, organisational change follows the rules of social change.
Toronto Agile Tour - Timeless LeadershipJason Little
In 2001, Agile started as a simple set of 4 values and 12 principles designed to be a guide for delivering solutions to customers. Since then, countless frameworks, tools, certifications, and methods have emerged, with many promising to have the one right approach to make Agile work.
We need servant leadership...no wait, we need emergent leadership...no wait, we need agile management and agile leadership...no wait...
It's no wonder today's leaders and managers are confused about how to lead an agile organization. In this session, we'll explore how to look at your organization through 3 different lenses and apply 4 timeless leadership capabilities used by great leaders from organizations like IDEO, Ford, and Ikea.
Attendees will walk away with a profile that describes their individual leadership style, along with how to know how to balance each of the 4 leadership capabilities that are timeless, tried-and-true, and not rooted in agile buzzwords.
Organizational Developer 101 - Agile TO MeetupJason Little
There's much the agile community can learn from the OD community and vice-versa. Here we merged 2 basic OD elements by using the Management 3.0 Meddlers game and how structure change is but one small aspect of organizational change
In response to seeing a "how to pass your Scrum Master/Agile Coach Interview" we've created a way for employers to call BS on candidates who could otherwise dupe their way into a coaching role.
Rethinking Agile Transformation - Agile Tour Montreal KeynoteJason Little
Our brains crave certainty, which is why many of our change models look great on paper. Unfortunately change doesn't happen that way. Fortunately we can do something about it by changing how we think about change.
Tampere Goes Agile - Experimenting Through Change KeynoteJason Little
Experiments have become fashionable. How do you know if the experiment you're running is the right one? How can you run experiments without losing sight of the big picture?
ACMP Canada - Transforming Traditional Approaches to ChangeJason Little
Much of what we know about change is based on models designed in a different era. Things are different today, and there are more modern approaches we can take for how we approach change.
Agile and Beyond 2016 Rethinking Agile TransformationJason Little
Should you be Agile or can you just do Agile? Which Agile scaling framework should you pick? We tend to make things more complex than they need to be, but we can simplify things!
As a society, we're in the age of transformation, yet we're applying old metaphors and running our transformations like software projects. Let's start to consider transformational change as a series of social movements.
La Norma Internacional de Contabilidad 21 Efectos de las variaciones en las t...mijhaelbrayan952
La Norma Internacional de Contabilidad 21 Efectos de las variaciones en las tasas de Cambio de la Moneda Extranjera (NIC 21) está contenida en los párrafos 1 a 49. Todos los párrafos tienen igual valor normativo, si bien la Norma conserva el formato IASC que tenía cuando fue adoptada por el IASB.
Anna Lucia Alfaro Dardón, Harvard MPA/ID. The international successful Case Study of Banco de Desarrollo Rural S.A. in Guatemala - a mixed capital bank with a multicultural and multisectoral governance structure, and one of the largest and most profitable banks in the Central American region.
INCAE Business Review, 2010.
Anna Lucía Alfaro Dardón
Dr. Ivan Alfaro
Dr. Luis Noel Alfaro Gramajo
Entre las novedades introducidas por el Código Aduanero (Ley 22415 y Normas complementarias), quizás la más importante es el articulado referido a la determinación del Valor Imponible de Exportación; es decir la base sobre la que el exportador calcula el pago de los derechos de exportación.
Guía para hacer un Plan de Negocio para tu emprendimiento.pdfpppilarparedespampin
Esta Guía te ayudará a hacer un Plan de Negocio para tu emprendimiento. Con todo lo necesario para estructurar tu proyecto: desde Marketing hasta Finanzas, lo imprescindible para presentar tu idea. Con esta guía te será muy fácil convencer a tus inversores y lograr la financiación que necesitas.
Modern Change Management - 5 Universales del Cambio
1. Jason Little | @jasonlittle | #leanchange
Modern Change
Management
5 Universals of Change
5 Universales del Cambio
2. 5 Universals of Change | @jasonlittle | #leanchange
2009
“there’s gotta be a better
way to change…” - me
3. 5 Universals of Change | @jasonlittle | #leanchange
2009
2011
“there’s gotta be a better
way to change…” - me
“hey wanna write a book?” -
Pearson Education
4. 5 Universals of Change | @jasonlittle | #leanchange
2009
2011
2012
“there’s gotta be a better
way to change…” - me
“hey wanna write a book?” -
Pearson Education
“seems like people would
like this story…”
5. 5 Universals of Change | @jasonlittle | #leanchange
2009
2011
2012
2014
“there’s gotta be a better
way to change…” - me
“hey wanna write a book?” -
Pearson Education
“seems like people would
like this story…”
“that last version sucked…I
think I’ll re-write it.” - Me
“hey, wanna run a workshop
based on the book?” Torsten
Scheller & Vasco Duarte
6. 5 Universals of Change | @jasonlittle | #leanchange
2009
2011
2012
2014
2014 - 2020
“there’s gotta be a better
way to change…” - me
“hey wanna write a book?” -
Pearson Education
“seems like people would
like this story…”
“that last version sucked…I
think I’ll re-write it.” - Me
“hey, wanna run a workshop
based on the book?” Torsten
Scheller & Vasco Duarte
“will you come here and do a
workshop, or talk to us” - a
bunch of people
7. 5 Universals of Change | @jasonlittle | #leanchange
2009
2011
2012
2014
2020
2014 - 2020
“there’s gotta be a better
way to change…” - me
“hey wanna write a book?” -
Pearson Education
“seems like people would
like this story…”
“that last version sucked…I
think I’ll re-write it.” - Me
“hey, wanna run a workshop
based on the book?” Torsten
Scheller & Vasco Duarte
“will you come here and do a
workshop, or talk to us” - a
bunch of people
“well shit. As suspected,
disciplines, titles, company
size, industry etc don’t really
matter…these patterns do…
“
8. 5 Universals of Change | @jasonlittle | #leanchange
600+ 25+ 8000+
talleres países asistentes
He recogido datos de:
9. 5 Universals of Change | @jasonlittle | #leanchange
Body Level On
Body Level T
T
el
Body Level
Body Lev
Body Lev
h
l Fivee
10. 5 Universals of Change | @jasonlittle | #leanchange
¿cómo puedo cambiar a
la gente
¿cómo puedo conseguir
la participación?
¿Cómo puedo aplicar la
agilidad a los proyectos
de cambio?
¿cómo puedo superar la
resistencia
How can I get other people to…
How do I apply agile to change?
How do I get “buy-in”
How do I overcome resistance?
11. 5 Universals of Change | @jasonlittle | #leanchange
Cause and Purpose
Over
Urgency for Change
propósito para el cambio
la urgencia del cambio
es más importante
12. 5 Universals of Change | @jasonlittle | #leanchange
We know how to reinvent
ourselves when needed
Sabemos cómo
reinventarnos cuando
es necesario
13. 5 Universals of Change | @jasonlittle | #leanchange
Meaningful Dialogue
Over
Communication Plans
conversaciones profundas
es más importante
planes de comunicación
14. 5 Universals of Change | @jasonlittle | #leanchange
We’re not all aligned…yet.
no estamos todos de
acuerdo todavía
15. 5 Universals of Change | @jasonlittle | #leanchange
Experimentation
Over
Executing Change Tasks
experimentación
es más importante
completando una lista de tareas
16. 5 Universals of Change | @jasonlittle | #leanchange
&^*%ing developers keep
breaking the build. What would
happen if we put a big-ass siren on
the floor so we’d know sooner?
¿Y si hiciéramos este
experimento que
impidiera a los
desarrolladores
"romper el edificio"?
17. 5 Universals of Change | @jasonlittle | #leanchange
Response to Change
Over
Resistance to Change
respuesta al cambio
es más importante
resistencia al cambio
18. 5 Universals of Change | @jasonlittle | #leanchange
Maybe we’re (the change people)
the problem. What are you
tolerating?
tal vez nosotros,
el equipo de
cambio, es el
problema. "¿Qué
estás tolerando?"
19. 5 Universals of Change | @jasonlittle | #leanchange
Co-Creation
Over
Getting Buy-in
co-creación
es más importante
conseguir el "buy-in"
para conseguir el “buy-in"?
20. 5 Universals of Change | @jasonlittle | #leanchange
Invite people to the party, ask
them to dance, and let them opt
out.
Invitar a la gente a la
fiesta, invitarlos a
bailar, y dar la opción
de no participar si no
quieren.
21. 5 Universals of Change | @jasonlittle | #leanchange
conversaciones profundas
planes de comunicación
equilibrar un enfoque de "empujar y tirar"
para el cambio
22. 5 Universals of Change | @jasonlittle | #leanchange
cambio funciona
así: —->
no así —->
evaluar Plan ejecutar terminar proyecto
estado actual transición estado futuro
23. 5 Universals of Change | @jasonlittle | #leanchange
olas de cambio micro cambios grandes intervenciones
se centran en las interacciones del "sistema de organización", no en las partes
reutilizar los rituales existentes: Ejemplo: cuando se inicia el "proceso de revisión del
desempeño" comenzar con una retrospectiva
Focus on the interactions in the organizations system, not the parts
Re-use existing rituals - example: when starting any process, start with a retrospective
"nadar con la corriente" de la organización…pero lo interrumpa cuando es necesario
Swim with the current of the organization…but disrupt it when necessary
24. 5 Universals of Change | @jasonlittle | #leanchange
The Change Wayfinder
Lense
Activity
Practise
Meaningful Dialogue
Sensemaking
Lego Serious Play
Our transformation is stuck
and we don’t know why…
"nuestra
transformación está
atascada y no
sabemos por qué"
25. 5 Universals of Change | @jasonlittle | #leanchange
más difícil
https://topaasia.com/en/
nos
centramos en
conversacion
es profundas
26. 5 Universals of Change | @jasonlittle | #leanchange
Options
detener las reuniones de estatus, empezar el
"café magro"
sustituir la herramienta del proyecto por "gran
pared visible"
más cortos "cambios de sprints"
nuestras opciones:
más difícil
Replace status meeting with lean coffee
Replace project tool with big visible wall
Have shorter ‘change sprints’
27. 5 Universals of Change | @jasonlittle | #leanchange
herramienta beta en community.modernchangemanagement.com
Bet
Co-Creation
“Uncertainty”
Big Visible Wall
412 people have done this
Sentiment
Totally worked, tools are for suckers…
Waste of time…no one used it
Served it’s purpose…
Practices
Reviews
Stories
References
28. 5 Universals of Change | @jasonlittle | #leanchange
Muchas Gracias!
modernchangemanagement.com
<—- nuevo libro
changeability.org
$6 con el código
‘latam2020’