Lean change ivi session managing transformation through validated learning text

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Transcript of Lean change ivi session managing transformation through validated learning text

  • 1. - 1 - leanchangemethod.com #leanchange Jeff Anderson thomasjeffreyandersontwin@gmail.com @thomasjeffrey

2. - 2 - leanchangemethod.com #leanchange 2. Your change plan is going to be wrong, no matter what 3. Treat change like a startup: prepare, introduce, learn Three points I hope to leave you with as a result of this presentation 1.embracing the agile mindset is hard, really hard 3. - 3 - leanchangemethod.com #leanchange Call to action: inject experimental thinking into your next capability improvement initiative 4. Managing technology knowledge workers through command-and-control, functional departments, and waterfall processes have left IT with a legacy of poor performance Lots of process, not very much followed Too many handoffs, takes to long Inability to respond quickly Problem discovered too late causing projects to go off the rails Successfully delivering according to the original plan means the solution is no longer relevant 5. We help organizations unlock their potential to achieve better business outcomes through lean and agile methods 6. - 6 - leanchangemethod.com #leanchange Agile Transformation leads to a rethink of the entire organization process, people and technology are all impacted 7. - 7 - leanchangemethod.com #leanchange R D B T D If you ask an external consultant to help you, chances are they will recommend a prescriptive change plan followed by a Big Bang change rollout Design target state Identify organization gaps Analyze current state Implement a roadmap 8. - 8 - leanchangemethod.com #leanchange ITIL RUP CMMI IT-CMF Agiile (32 flavours) Lean (99 flavours) TOGAF COBIT ISO 19439 Etc. Market Risk Maturity CULTURE Technology Size Market risk Etc. Etc. Business Change is unpredictable, but we can predict that a plan driven, top-down change results in CMMI Change that people will resist Change that is incorrect Change that is unsustainable 9. Performance Time The paradox of change, is that the organizations that most need a drastic change, are the organizations least able to accomplish this change Large-scale changes, cause an equivalently large short-term drop in performance, low capability organizations do not have the stomach to whether the disruption and revert back to old behaviors old performance Change is introduced Performance plummets Change agent is fired (panic sets in) Performance finally improves (hint, organizations never get here) 10. Borrowing from the Lean Startup world, Lean Change emphasizes co- creation and validated learning 1. stakeholders 2. Identify the Riskiest Parts of Your Plan 3. Validate Transformation Assumptions through Change Experiments 4. Track Progress through explicit Metrics of Success 11. - 11 - leanchangemethod.com #leanchange The stack provides a mechanism to: Document your plan identify the riskiest parts of your plan track experiments to validate assumptions The Lean Transformation Stack is used to help change agents manage the uncertainty behind large- scale organizational transformations 12. Vision Single compelling statement that describes what the destinati on looks like Target of communication, channel, frequency Communication Key activities, milestones used to implement change General timing requirements Key change methods coaching, training, one-on-one mentoring, process analysis, etc.Action Qualitative benefits (customer perception, changes in behavior, capability, moral) Quantitative benefits (quality, throughput, lead time, velocity) Wins / Benefits Strategic pillars, common enablers, etc Changes to methods, processes, and roles and responsibilities Changes in organizational structure Target Options Specific milestones that describe success, along with one or more supporting metrics Top drivers behind the change What is the pain being felt, and what is the impactConsequence of staying with the current situation Urgency Change Personas Level of impact for different stakeholders, both direct and indirect and indirect Key assumptions in terms of capability and commitment to enable the change Success Criteria 1 3 2 13. Vision Single compelling statement that describes what the destinati on looks like Target of communication, channel, frequency Communication Key activities, milestones used to implement change General timing requirements Key change methods coaching, training, one-on-one mentoring, process analysis, etc.Action Qualitative benefits (customer perception, changes in behavior, capability, moral) Quantitative benefits (quality, throughput, lead time, velocity) Wins / Benefits Strategic pillars, common enablers, etc Changes to methods, processes, and roles and responsibilities Changes in organizational structure Target Options Specific milestones that describe success, along with one or more supporting metrics Top drivers behind the change What is the pain being felt, and what is the impactConsequence of staying with the current situation Urgency Change Personas Level of impact for different stakeholders, both direct and indirect and indirect Key assumptions in terms of capability and commitment to enable the change Success Criteria 14. Communication Vision Target Options Urgency Wins / Benefits Action Change Personas Success Criteria 15. Run Experiments to Validate Assumptions MTI 1 Assumption 1 Assumption 2 Assumption 3 LearningsExperiment Queue Prepare Introduce Learn The Transformation Validation Board Extract the top riskiest 3 elements from your canvas 321 Capture Learnings Title Key Assumption Key Metric Key Learning MTI 2 Assumption 1 Assumption 2 Assumption 3 LearningsExperiment Queue Prepare Introduce Learn Title Key Assumption Key Metric Key Learning MTI 3 Assumption 1 Assumption 2 Assumption 3 LearningsExperiment Queue Prepare Introduce Learn Title Key Assumption Key Metric Key Learning 16. Communication Vision Target Options Urgency Wins / Benefits Action Change Personas Success Criteria Extract the riskiest 3 elements in your transformation model (start with your Personas) Select your key metric; indicator to gauge whether your model is viable 17. - 17 - leanchangemethod.com #leanchange Title Learnings Run Experiments to Validate Assumptions MTI 1 Assumption 1 Assumption 2 Assumption 3 Experiment Queue Prepare Introduce Learn The Transformation Validation Board Extract the top riskiest 3 elements from your canvas 321 Capture Learnings Key Assumption Key Metric Key Learning MTI 2 Assumption 1 Assumption 2 Assumption 3 LearningsExperiment Queue Prepare Introduce Learn Title Key Assumption Key Metric Key Learning MTI 3 Assumption 1 Assumption 2 Assumption 3 LearningsExperiment Queue Prepare Introduce Learn Title Key Assumption Key Metric Key Learning Title Cocreative change planning with delivery managers Title Managers have capability and commitment > ability to create and socialize agile transformation plan Title % of managers that demonstrate capability 18. - 18 - leanchangemethod.com #leanchange Building a Transformation Canvas at scale; Groups of 4-6 merged separate work into a master model; 100+ FTEs in 3 weeks 19. Add a little bit of artistic flourish, and post your canvas in a highly visible place in your organization, creating an information radiator 20. Learnings Run Experiments to Validate Assumptions MTI 1 Assumption 1 Assumption 2 Assumption 3 Experiment Queue Prepare Introduce Learn The Transformation Validation Board Extract the top riskiest 3 elements from your canvas 321 Capture Learnings Title Key Assumption Key Metric Key Learning MTI 2 Assumption 1 Assumption 2 Assumption 3 LearningsExperiment Queue Prepare Introduce Learn Title Key Assumption Key Metric Key Learning MTI 3 Assumption 1 Assumption 2 Assumption 3 LearningsExperiment Queue Prepare Introduce Learn Title Key Assumption Key Metric Key Learning All of IT wants to engage in transformation Capability of managers is high within organization Delivery has multiple levels of management Title Cocreative change planning with delivery managers Title Managers have capability and commitment > ability to create and socialize agile transformation plan Title % of managers that demonstrate capability Experiments failed: we underestimated scope and scale of the demand for change, how can we support the demand? Not all learnings are bad, here we see a potential solution 21. Communication Vision Target Options Urgency Wins / Benefits Action Change Personas Success Criteria Update the canvas to reflect your learnings Redefine your key metric; (if necessary) 22. Run Experiments to Validate Assumptions The Transformation Validation Board Extract the top riskiest 3 elements from your canvas 321 Capture Learnings MTI 2 Assumption 1 Assumption 2 Assumption 3 LearningsExperiment Queue Prepare Adopt Learn Title Key Assumption Key Metric Key Learning MTI 3 Assumption 1 Assumption 2 Assumption 3 LearningsExperiment Queue Prepare Adopt Title Key Assumption Key Metric Key Learning IT Leaders did commit time, energy, and capability to co- create change plan Business needs to be at the table Learn Learnings MTI 1 Assumption 1 Assumption 2 Assumption 3 Experiment Queue Prepare Introduce Learn Title Key Assumption Key Metric Key Learning All of IT wants to engage in transformation Capability of managers is high within organization Delivery has multiple levels of management Title Cocreative change planning with delivery managers Title Managers have capability and commitment > ability to create and socialize agile transformation plan Title % of managers that actively contribute to plan Title Cocreative change planning with all IT Leaders Title Managers have capability and commitment > ability to create and socialize agile transformation plan Title % of managers that actively contribute to plan Title Team Training with Agile Leaders Title Validate manager can demonstrated Agile leader behaviours by co-training teams with COE on agile methods Title % of managers that effectiv