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Lean Change Management (part I) - IAD 2014

Lean Change Management - Challenges and Opportunities (IAD 2014)

Lean Change Management (part I) - IAD 2014

  1. 1. IAD2014 fabioarmani
  2. 2. IAD2014 fabioarmani
  3. 3. Scrum eXtreme Programming Crystal Clear Feature Driven Development DSDM AgileUP Lean Development Kanban
  4. 4. Scrum eXtreme Programming Lean Change Agile UX Lean Startup Lean UX Lean Development HSD
  5. 5. 2013
  6. 6. Accelerate time to market Managing changing priorities Better align IT/Business Increase productivity Enhance software quality Project visibility Reduce risks
  7. 7. Lack of up-front planning Loss of management control Management opposition Lack of documentation Lack of predictability Lack of engineering discipline
  8. 8. General resistance to change
  9. 9. DANGER – EXTREME STALL RECOVERY
  10. 10. Current Status •  Used by ≈2 Years •  Two specific books •  A set of adopters across the World (Jason LiLle, Anderson)
  11. 11. Using Lean Startup for Organizational Change
  12. 12. Lean Change Cycle PREPARE INTRODUCE REVIEW CHANGE INSIGHTS MVC OPTIONS LEAN CHANGE
  13. 13. 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
  14. 14. 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
  15. 15. 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
  16. 16. OpVons GeneraVng OpVons cost value high cost, high value
  17. 17. OpVons PrioriVzing OpVons cost value LEAN COFFE’ NEWSLETTER QMO BLOG BEST “BANG FOR THE BUCKS”
  18. 18. 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.
  19. 19. Lean Coffee
  20. 20. 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
  21. 21. MVC MVC or Experiments?
  22. 22. 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
  23. 23. •  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
  24. 24. •  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
  25. 25. •  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
  26. 26. “Lean Change Management” – Jason Little
  27. 27. Ideas Build Change Measure Data Learn
  28. 28. 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
  29. 29. Lean Startup
  30. 30. Lean Startup | series
  31. 31. Business Model Canvas Osterwalder
  32. 32. Lean Canvas Ash Maurya
  33. 33. 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.
  34. 34. Opportunity
  35. 35. Opportunity
  36. 36. Opportunity 1. CREATE Sense of Urgency
  37. 37. Opportunity 1. CREATE 2. BUILD Sense of Urgency Guiding CoaliVon
  38. 38. Opportunity 1. CREATE 2. BUILD 3. FORM Sense of Urgency Guiding CoaliVon Strategic Vision & IniVaVves
  39. 39. Opportunity 1. CREATE 2. BUILD 3. FORM 4. ENLIST Sense of Urgency Guiding CoaliVon Strategic Vision & IniVaVves Volunteer Army
  40. 40. Opportunity 1. CREATE 2. BUILD 3. FORM 4. ENLIST 5. ENABLE Sense of Urgency Guiding CoaliVon Strategic Vision & IniVaVves Volunteer Army AcVon by Removing Barriers
  41. 41. Opportunity 1. CREATE 2. BUILD 3. FORM 4. ENLIST 5. ENABLE 6. GENERATE Sense of Urgency Guiding CoaliVon Strategic Vision & IniVaVves Volunteer Army AcVon by Removing Barriers Short Term Wins
  42. 42. Opportunity 1. CREATE 2. BUILD 3. FORM 4. ENLIST 5. ENABLE 6. GENERATE 7. SUSTAIN Sense of Urgency Guiding CoaliVon Strategic Vision & IniVaVves Volunteer Army AcVon by Removing Barriers Short Term Wins AcceleraVon
  43. 43. Opportunity 1. CREATE 2. BUILD 3. FORM 4. ENLIST 5. ENABLE 6. GENERATE 7. SUSTAIN 8. INSTITUTE Sense of Urgency Guiding CoaliVon Strategic Vision & IniVaVves Volunteer Army AcVon by Removing Barriers Short Term Wins AcceleraVon Change
  44. 44. Opportunity 1. CREATE 2. BUILD 3. FORM 4. ENLIST 5. ENABLE 6. GENERATE 7. SUSTAIN 8. INSTITUTE Sense of Urgency Guiding CoaliVon Strategic Vision & IniVaVves Volunteer Army AcVon by Removing Barriers Short Term Wins AcceleraVon Change Opportunity
  45. 45. STEP 1v 1. 2. 3. 4. 5. 6. 7. 8. Create a Sense of Urgency
  46. 46. 1. 2. 3. 4. 5. 6. 7. 8. Create a Sense of Urgency STEP 1v
  47. 47. 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.
  48. 48. FirefighVng culture
  49. 49. Surviving legacy code
  50. 50. Command and Control
  51. 51. Blaming culture
  52. 52. Opportunity 1. CREATE 2. BUILD 3. FORM 4. ENLIST 5. ENABLE 6. GENERATE 7. SUSTAIN 8. INSTITUTE Sense of Urgency Guiding CoaliVon Strategic Vision & IniVaVves Volunteer Army AcVon by Removing Barriers Short Term Wins AcceleraVon Change
  53. 53. Opportunity 1. CREATE 2. BUILD 3. FORM 4. ENLIST 5. ENABLE 6. GENERATE 7. SUSTAIN 8. INSTITUTE Sense of Urgency Guiding CoaliVon Strategic Vision & IniVaVves Volunteer Army AcVon by Removing Barriers Short Term Wins AcceleraVon Change Opportunity
  54. 54. Build a Guiding Coalition STEP 2v 1. 2. 3. 4. 5. 6. 7. 8.
  55. 55. Build a Guiding Coalition 1. 2. 3. 4. 5. 6. 7. 8.
  56. 56. Build a Guiding Coalition 1. 2. 3. 4. 5. 6. 7. 8. STEP 2v
  57. 57. 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.
  58. 58. Opportunity 1. CREATE 2. BUILD 3. FORM 4. ENLIST 5. ENABLE 6. GENERATE 7. SUSTAIN 8. INSTITUTE Sense of Urgency Guiding CoaliVon Strategic Vision & IniVaVves Volunteer Army AcVon by Removing Barriers Short Term Wins AcceleraVon Change
  59. 59. Opportunity 1. CREATE 2. BUILD 3. FORM 4. ENLIST 5. ENABLE 6. GENERATE 7. SUSTAIN 8. INSTITUTE Sense of Urgency Guiding CoaliVon Strategic Vision & IniVaVves Volunteer Army AcVon by Removing Barriers Short Term Wins AcceleraVon Change Opportunity
  60. 60. 1. 2. 3. 4. 5. 6. 7. 8. STEP 3v Form a Strategic Vision and IniVaVves
  61. 61. 1. 2. 3. 4. 5. 6. 7. 8. STEP 3v Form a Strategic Vision and IniVaVves
  62. 62. 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.
  63. 63. Opportunity 1. CREATE 2. BUILD 3. FORM 4. ENLIST 5. ENABLE 6. GENERATE 7. SUSTAIN 8. INSTITUTE Sense of Urgency Guiding CoaliVon Strategic Vision & IniVaVves Volunteer Army AcVon by Removing Barriers Short Term Wins AcceleraVon Change
  64. 64. Opportunity 1. CREATE 2. BUILD 3. FORM 4. ENLIST 5. ENABLE 6. GENERATE 7. SUSTAIN 8. INSTITUTE Sense of Urgency Guiding CoaliVon Strategic Vision & IniVaVves Volunteer Army AcVon by Removing Barriers Short Term Wins AcceleraVon Change Opportunity
  65. 65. 1. 2. 3. 4. 5. 6. 7. 8. Enlist a Volunteer Army STEP 4v
  66. 66. 1. 2. 3. 4. 5. 6. 7. 8. Enlist a Volunteer Army STEP 4v
  67. 67. 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
  68. 68. 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.
  69. 69. Opportunity 1. CREATE 2. BUILD 3. FORM 4. ENLIST 5. ENABLE 6. GENERATE 7. SUSTAIN 8. INSTITUTE Sense of Urgency Guiding CoaliVon Strategic Vision & IniVaVves Volunteer Army AcVon by Removing Barriers Short Term Wins AcceleraVon Change
  70. 70. Opportunity 1. CREATE 2. BUILD 3. FORM 4. ENLIST 5. ENABLE 6. GENERATE 7. SUSTAIN 8. INSTITUTE Sense of Urgency Guiding CoaliVon Strategic Vision & IniVaVves Volunteer Army AcVon by Removing Barriers Short Term Wins AcceleraVon Change Opportunity
  71. 71. 1. 2. 3. 4. 5. 6. 7. 8. STEP 5v Enable AcVon by Removing Barriers
  72. 72. Enable AcVon by Removing Barriers STEP 5v 1. 2. 3. 4. 5. 6. 7. 8.
  73. 73. 1. 2. 3. 4. 5. 6. 7. 8. Enable AcVon by Removing Barriers STEP 5v
  74. 74. 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.
  75. 75. Opportunity 1. CREATE 2. BUILD 3. FORM 4. ENLIST 5. ENABLE 6. GENERATE 7. SUSTAIN 8. INSTITUTE Sense of Urgency Guiding CoaliVon Strategic Vision & IniVaVves Volunteer Army AcVon by Removing Barriers Short Term Wins AcceleraVon Change
  76. 76. Opportunity 1. CREATE 2. BUILD 3. FORM 4. ENLIST 5. ENABLE 6. GENERATE 7. SUSTAIN 8. INSTITUTE Sense of Urgency Guiding CoaliVon Strategic Vision & IniVaVves Volunteer Army AcVon by Removing Barriers Short Term Wins AcceleraVon Change Opportunity
  77. 77. Generate Short-Term Wins STEP 6v 1. 2. 3. 4. 5. 6. 7. 8.
  78. 78. Generate Short-Term Wins 1. 2. 3. 4. 5. 6. 7. 8. STEP 6v
  79. 79. 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.
  80. 80. Generate Short-Term Wins 1. 2. 3. 4. 5. 6. 7. 8.
  81. 81. Opportunity 1. CREATE 2. BUILD 3. FORM 4. ENLIST 5. ENABLE 6. GENERATE 7. SUSTAIN 8. INSTITUTE Sense of Urgency Guiding CoaliVon Strategic Vision & IniVaVves Volunteer Army AcVon by Removing Barriers Short Term Wins AcceleraVon Change
  82. 82. Opportunity 1. CREATE 2. BUILD 3. FORM 4. ENLIST 5. ENABLE 6. GENERATE 7. SUSTAIN 8. INSTITUTE Sense of Urgency Guiding CoaliVon Strategic Vision & IniVaVves Volunteer Army AcVon by Removing Barriers Short Term Wins AcceleraVon Change Opportunity
  83. 83. 1. 2. 3. 4. 5. 6. 7. 8. STEP 7v Sustain AcceleraVon
  84. 84. 1. 2. 3. 4. 5. 6. 7. 8. Sustain AcceleraVon STEP 7v
  85. 85. 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.
  86. 86. Opportunity 1. CREATE 2. BUILD 3. FORM 4. ENLIST 5. ENABLE 6. GENERATE 7. SUSTAIN 8. INSTITUTE Sense of Urgency Guiding CoaliVon Strategic Vision & IniVaVves Volunteer Army AcVon by Removing Barriers Short Term Wins AcceleraVon Change
  87. 87. Opportunity 1. CREATE 2. BUILD 3. FORM 4. ENLIST 5. ENABLE 6. GENERATE 7. SUSTAIN 8. INSTITUTE Sense of Urgency Guiding CoaliVon Strategic Vision & IniVaVves Volunteer Army AcVon by Removing Barriers Short Term Wins AcceleraVon Change Opportunity
  88. 88. InsVtute Change STEP 8v 1. 2. 3. 4. 5. 6. 7. 8.
  89. 89. 1. 2. 3. 4. 5. 6. 7. 8. InsVtute Change STEP 8v
  90. 90. 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.
  91. 91. thanks
  92. 92. Fabio Armani www.open-ware.org f.armani@open-ware.org, @fabioarmani

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Lean Change Management - Challenges and Opportunities (IAD 2014)

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