Download - Lean change ivi session managing transformation through validated learning text

- 1 -leanchangemethod.com #leanchange

Jeff Anderson [email protected]

@thomasjeffrey


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


Call to action: inject experimental thinking into your next capability improvement initiative

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

We help organizations unlock their

potential to achieve better business

outcomes through lean and agile

methods


Agile Transformation leads to a rethink of the entire organization…

process, people and technology are all impacted


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

stateImplement

a roadmap


ITIL

RUP

CMMI

IT-CMF

Agiile (32 flavours)

Lean (99 flavours)

TOGAF

COBIT

ISO 19439

Etc.

Market RiskMaturity

CULTURE

Technology Size

Market

riskEtc.

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

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)

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


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

Vision

Single compelling statement that describes what the “destination” looks like

Target of communication, channel, frequency

Communication

Key activities, milestones used to implement changeGeneral timing requirementsKey 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 indirectKey assumptions in terms of capability and commitment to enable the change

Success

Criteria

1

3

2

Vision


Target of communication, channel, frequency

Communication

Key activities, milestones used to implement changeGeneral timing requirementsKey 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 indirectKey assumptions in terms of capability and commitment to enable the change

Success

Criteria

Communication

Vision

Target

Options

Urgency

Wins /

Benefits

Action

Change Personas

Success

Criteria

Run Experiments to Validate Assumptions

MTI 1

Assumption1

Assumption2

Assumption3

LearningsExperiment Queue Prepare Introduce Learn

The Transformation Validation Board

Extract the top riskiest 3

elements from your canvas321 Capture Learnings

Title Key Assumption Key Metric Key Learning

MTI 2

Assumption1

Assumption2

Assumption3



MTI 3

Assumption1

Assumption2

Assumption3



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


Title

Learnings


MTI 1

Assumption1

Assumption2

Assumption3

Experiment Queue Prepare Introduce Learn




Key Assumption Key Metric Key Learning

MTI 2

Assumption1

Assumption2

Assumption3



MTI 3

Assumption1

Assumption2

Assumption3



TitleCocreative 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


Building a Transformation Canvas at scale;

Groups of 4-6 merged separate work into a

master model; 100+ FTEs in 3 weeks

Add a little bit of artistic flourish, and post your canvas in a highly

visible place in your organization, creating an “information radiator”

Learnings


MTI 1

Assumption1

Assumption2

Assumption3






MTI 2

Assumption1

Assumption2

Assumption3



MTI 3

Assumption1

Assumption2

Assumption3



All of IT wants to engage in transformation

Capability of managers is high within organization

Delivery has multiple levels of management



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

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)





MTI 2

Assumption1

Assumption2

Assumption3

LearningsExperiment Queue Prepare Adopt Learn


MTI 3

Assumption1

Assumption2

Assumption3

LearningsExperiment Queue Prepare Adopt


IT Leaders did commit time, energy, and capability to co-create change plan

Business needs to be at the table

Learn

Learnings

MTI 1

Assumption1

Assumption2

Assumption3



All of IT wants to engage in transformation

Capability of managers is high within organization

Delivery has multiple levels of management



Title% of managers that actively contribute to plan

TitleCocreative change planning with all IT Leaders Title


Title% of managers that actively contribute to plan

TitleTeam 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 effectively teachLearning indicates missing

elements in Canvas


Success

Criteria

<Exciting outcome> for <Affected stakeholder group> through <Target metaphor>

Communication

Vision

Target

Options

Urgency

Wins /

Benefits

Action

Change Personas

Update change model to reflect missing elements relating to business role

Add new key metric to track new persona (s)

Continue to validate the change persona believed to be the most critical, until you are

satisfied that it is no longer the key risk, and move to another

MVC #5 Manager Led Quick Wins Adoption (Agile Basic Stack)

1. Agile leaders can commit sufficient time and effort to coach teams2. Lean Agile delivery model across majority of ES 3. Managers introduce change using pilot and measure approach

Validate that managers can lead the way for their teams to adopt agile

1. 2 Tier “Agile Leader – managers coach teams” coaching model2. ES senior leaders & managers can lead & coach teams to adopt agile3. Managers cocreate MVC sized adoption plans with their teams with

minimal COE support

MTI #4 Manager Lead Change Planning

Validate that managers can be proactive agile leaders by asking them to plan agile pilots with minimal support


In a Nutshell, we have used Lean Change to help us focus and adapt based

on the current riskiest proposition in our change model

1. Give all change stakeholder the chance to help build the change plan

2.Focus their effort around describing the ideal personas that represent the behaviors of the new world

3.Try to quantify ways to measure potential change4.Test assumptions against change personas as they relate to

other aspect of your change model

5. Be ready to pivot, your plan may be to ambitious, your tactics suboptimal, or your persona descriptions are not feasible


To learn more about Lean

Change:

• Contact the Lean Change team

• Jeff Anderson [email protected]

• Visit leanchangemethod.com

• Check out the book, The Lean

Change Method at

book.leanchangemethod.com