Process and Structure can be changed overnight. Mindsets can't

Process and Structure can be changed overnight.

Mindsets will not

Gaetano Mazzanti

@mgaewsj

agile42

Change Initiatives Often* Fail

Predefined Target Illusion

Organizational Culture Underestimated/Ignored

…other (minor?) reasons…

*beware of % failure myths

Predefined Target Illusion

Brochureware

Magic Recipes

replicate circumstances (practices) hoping to replicate outcomes

Correlation vs Causation

the ones who failed did exactly the same things

Linearity / Cause-Effect Illusion

known (?)

predefined destination

Big Designed Change

Sorry, it doesn’t work

an organization is an ecosystem

of interdependent services

Obvious

ComplicatedComplex

Chaotic

Cynefin - David Snowden

Complexity

disorder

Categorize Best Practices

Rigid Constraints

Analyze Good Practices

Governing ConstraintsProbe

Emergent Practices Enabling Constraints

Act Novel Practices

Absence of Constraints

You Are

There are no Best Practicesin a Complex System

why do you wantto change?

Wants vs Needs

“confusing wants with needs is a common path to

frustration & ineffectiveness”

Torbjörn Gyllebring

some questions are still the same(and they are wrong!)

‘how to manage and control (today)?’

anyway, the answers have changed!

on to culture…

ResultsActions

Beliefs

Experiences

The “Results Pyramid” is copyright of Partners in Leadership LLC

beliefs, actions, results

Culture

The “Results Pyramid” is copyright of Partners in Leadership LLC

beliefs, actions, results

ResultsActions

Beliefs

ExperiencesCulture

How do you understand your culture?

Assess it

(it takes courage

and a model)

There are Tons of Models

Culture Type: Clan Orientation: Collaborative

Theory of Effectiveness: Human development and participation

CVF (Competing Values Framework)

Culture Type: Hierarchy

Orientation: Controlling Theory of Effectiveness: Control and efficiency with capable processes

Culture Type: Adhocracy

Orientation: Creative Theory of Effectiveness: Innovativeness, vision, and new resources

Culture Type: Market

Orientation: Competing Theory of Effectiveness: Aggressively competing, customer focus

Flexibility & Discretion

Stability & Control

tiatio

Assessing Your Culture

structured conversations to share stories from the

company past and present

agree on a cultural profile

Cultural Profile

more Agile

Current Cultural Profile

Desired Cultural Profilewhich strategic direction is the company taking?

Narrative Landscapes

Pressure from management

Pressure self-imposed

Do it RightDo it Right

Do it Fast

Narrative Landscapes

Do it Right

Do it Fast

Fitness Landscapes

Do it Right

Do it Fast

Fitness Landscapes

fine, and then?

What’s in it for me?

Change Resistance is a Myth

no amount of logic and evidence can shift a mindset

Experience vs Explanations

People need to define and experiencethe new way of doing things

you can’t run change initiatives like projects

you can’t manage change in predefined steps

there’s no schedule to meet

no specific budget to allocate

the outcome is unknown

months/years

Strategy for Change

look for volunteers, “want to” vs “have to”

identify safe-to-fail experiments

only set the direction and some enabling constraints

share it, make it visible

Enabling Constraints

Heuristics vs Rules

opening possibilities by limiting choices

provide guidance which can adapt to the unknowable unknowns

might be done vs must be done

experiment

checklearn

metric

hypothesis

Change Loops

Learn Fast

run multiple experiments

it’s ok if some of the experiments fail

learn early, fail fast less

establish a regular cadence

aligned with the change strategy

how could it increase the organization’s fitness for purpose deliver more customer value improve people’s lives amplify success or dampen failure

be validated as fast as possible

Experiments – How To

Rituals

to strengthen the behaviors the organization wanted more to dampen the ones which are considered inappropriate

keep the beneficial ones from the existing culture

(e.g.: Daily Standup, Ritual Dissent, …)

Check You are Moving in the Right Way

Adapt!desired

Do it Right

Do it Fast

keep experimenting and learning never stop

Spread the VirusAdverseCulture

NewCulture Connectors

Barriers

Here come the New Fads

New Fads

Holacracy – B.Robertson “There are no bosses here, because I say so” ~Zappo’s CEO

Teal – F.Laloux1st necessary condition is “Top Leadership” Leadership has to have a mind set that is compatible with the ideals of Teal. i.e. and “integrated worldview”.2nd necessary condition is “Ownership” Enlightened Owners share the ideals of Teal

Mindfulness“Sure, you could introduce a new ‘mindfulness’ program at work… or you could fix your system that is overburdening people” @SemanticWill

just a few more words(the words of change)

change of language asa sign of cultural change

The (wrong) Words of ChangeEnforce

Install

Resource

Busyness

Compliance

Best Practices

The Words of Change

Experiment

Alignment

Autonomy

a quick recap

don’t change everything

map the culture, map the stories

engage people from different parts of the organisation

set enabling constraints

run multiple parallel small safe-to-fail experiments

learn (measure, spot anomalies, check language, …)

loop, keep going

be ready for the unexpected

“a path emergewhen we walk on it”

Dave Snowden

be sure it does not get wiped away

Gaetano Mazzanti

@mgaewsj

gaetano.mazzanti@agile42.com

agile42

Process and Structure can be changed overnight. Mindsets can't

Leadership & Management

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