Chapter 2: Thinking like an Economist Chapter 2: Thinking like an Economist.
Thinking Like a Change Architect
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TOOLS FOR ARCHITECTING CHANGE WWW.LEANCHANGE.ORG JASON LITTLE @JASONLITTLE
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Architecture is a fixture in software and building construction. What can we, as change agents, learn about how to apply architecture to organizational change?
Transcript of Thinking Like a Change Architect
TO O L S FO R A RC H I T EC T I N G
C H A N G EW W W . L E A N C H A N G E . O R G
JASON LITTLE
@JASONLITTLE
WITHOUT ARCHITECTURE…
“Most software today is very much like an Egyptian pyramid with millions of bricks piled on top of each other, with no structural integrity, but
just done by brute force and thousands of slaves.” Alan Kay
http://simplicable.com/new/101-quotations-for-enterprise-architects
…MISTAKES CAN BE COSTLY
http://gizmodo.com/the-builders-of-this-spanish-skyscraper-forgot-the-elev-1065152844/1065886340
Designed for 20 floors, Expanded to 47 floors during construction, Oops, forgot to re-architect the elevators to accommodate the extra floors!
TRADITIONAL CHANGE METHODS…
…FOCUS ON “CONSTRUCTION-LIKE” PLANSASSESS -> ANALYZE -> IMPLEMENT -> CLOSE OUT
AND WHEN IT DOESN’T WORK…
http://cf.geekdo-images.com/images/pic502808.jpg
AH!! CHANGE RESISTANCE!
…BUT 70% OF CHANGES FAIL ANYWAY!
“THOSE PEOPLE” DIDN’T EXECUTE THE PLAN WELL ENOUGH!
IT’S NOT A SKILL PROBLEM…
http://www.cheapcollegedegrees.net/wp-content/uploads/2012/10/skills.jpg
IT’S A MINDSET PROBLEM
http://colleendilen.com/wp-content/uploads/2014/06/Where-complacent-brands-go.png
OUTDATED THINKING ABOUT CHANGE DOESN’T APPLY IN TODAY’S DIGITAL WORLD
THINK LIKE AN ARCHITECT
ASPIRATIONS AND VISION FIND THE BEST BUILDINGS MOST RELEVANT MODELS
EXPLORE IDEAS VISUALIZE
ADD MEANING“Think Like an Architect” - Hal Box
VISUALIZE THE OBJECTIVE OF YOUR CHANGE
http://colleendilen.com/wp-content/uploads/2014/06/Where-complacent-brands-go.png
“As cOACHES,OUR VISION IS TO HELP MANAGERS CROSS THE CHASM AND BECOME SERVANT LEADERS!”
http://colleendilen.com/wp-content/uploads/2014/06/Where-complacent-brands-go.png
FEEDBACK-DRIVEN EXECUTION MODELS
FIND THE MOST RELEVANT BEST BUILDINGS MODELS
COMPLEXITY MODELS (STACY MATRIX)
NON-LINEAR CHANGE FRAMEWORKS
LINEAR AND PLAN-DRIVEN MODELS NEED NOT APPLY
EXPLORE, BE VISIBLE AND TWEEK!
START SIMPLE
COST: NOT JUST $$$, ALSO TIME AND EFFORT!
VALUE: ALIGNS WITH ORGANIZATION’S GOALS? IS
IT WORTH DOING?
PRIORITIZE YOUR CHANGE EXPERIMENTS
EXPLORE, BE VISIBLE AND TWEEK!
WORRY ABOUT COMPLEXITY LATER
HOW HARD IS THIS PROCESS TO CHANGE?
WHAT’S AFFECTED? HOW CERTAIN ARE WE?
WHAT WILL LIKELY WORK? WHAT COULD GO WRONG?
MAP YOUR CHANGE EXPERIMENTS HERE!
THE PROCESS IS EASY TO CHANGE BUT THE QA AND DEV
GROUPS WON’T AGREE
THE PMO HATES STATUS REPORTS! STAND-UPS WILL
WORK!
WE’VE NEVER TRIED THIS BEFORE!
SEQUENCE CHANGE BASED ON DIFFICULTY OR…
EASIER TO CHANGE
MORE DIFFICULT TO CHANGE
EEEEK, CHAOS!
INTENTIONAL DISRUPTION
GENERATE QUICK WINS
REQUIRES SHORTER FEEDBACK LOOPS
HELPS KEEP MOTIVATION UP
CAN BE A GOOD IDEA
…HOWEVER YOU DESIRE!
BUT KNOW THAT SEQUENCING MATTERS
DISAGREEMENT TRUMPS
CERTAINTY
“GOOD” PAINUNSURE OF OUTCOME, BUT
ALIGNED ON GOALS AT LEAST!
VISUALIZE YOUR CHANGE WORK
INSIGHTS OPTIONS EXPERIMENTS
PREPARE IN PROGRESS REVIEWTHEME
COMMUNICATION
AWARENESS
TRAINING
ABANDONED!
SUPPORT
HOW WE WORK15-minute standup, 3x per week Weekly Insights review bi-weekly Options review bi-weekly retrospective quarterly change canvas refresh
IMPORTANT NOTES
BLOCKED
ADD MEANING
WHY IS THIS CHANGE IMPORTANT TO THE ORGANIZATION?
HOW WILL IT MAKES THINGS BETTER FOR OUR PEOPLE?
MEASURE THAT MEANING
HAPPINESS INDEX
MEASURE HAPPINESS OVER TIME
FIND LEADING AND LAGGING INDICATORS OF CHANGE
VISION
MODELS
EXPLOREVISUALIZE
MEANING
WHAT IS OUR VISION?
WHICH MODELS MATCHOUR CONTEXT?
OPTIONS - COST/VALUE TRADEOFF
BIG, VISIBLE WALLSTO MANAGE THE CHANGE
WHAT DOES THIS CHANGEMEAN TO US? OUR PEOPLE?
LEANCHANGE.ORGTHINK LIKE A CHANGE ARCHITECT
lIKE WHAT YOU SEE?
Get the Book
“Jason artfully synergizes organization change theory and practice, lean startup, canvases, metrics, Kanban, and more…into a humanistic, holistic way to go about working with people to transformation
themselves, teams and organizations.” - Ellen Gottesdiener
Lean Change Management is a collection of innovative practices for managing organizational change. It
combines ideas from Lean Startup, Agile, Neuroscience and traditional change management to create a
feedback-driven approach to change that can be adapted to any organization.
WANT TO SEE MORE?
BUILDING YOUR OWN CHANGE FRAMEWORK (SLIDESHARE)
APPLYING LEAN STARTUP TO CHANGE (SLIDESHARE)
TOOLS FOR NAVIGATING COMPLEX CHANGE
(SLIDESHARE)
EXECUTING CHANGE PROJECTS WITH AGILE PRACTICES
(SLIDESHARE)
W W W . L E A N C H A N G E . O RG
