Nel 2013 Jason Little ha pubblicato il libro “Lean Change Management”- metodologia di cui sono trainer e che utilizzo concretamente per effettuare le transizioni e/o le adoption Lean Agile. In questo talk vorrei raccontarmi le mie esperienze sul campo e mostrarvi ipotesi dei prossimi passi con particolare riguardo all'utilizzo di tecniche di Mapping del cambiamento. I principali argomenti che tratterò sono i seguenti: Esperienze concrete di Change Management. Tecniche di mapping dell'impatto, degli Stakeholder e del cambiamento stesso. Nuove prospettive di come co-creare il cambiamento nelle organizzazioni. Inoltre, utilizzo le tecniche di Impact Mapping e User Story Mapping da parecchi anni per guidare il processo di definizione di Program e Product Backlog e/o di una roadmap collaborativa in cui Business e delivery possano far evolvere la vision in diversi scenari operativi guidati ad alto livello da un Business Model. Sin da quando ho conosciuto l’approccio Lean Startup ideato da Eric Reis ho iniziato a sperimentarne l’utilizzo non solo per la realizzazione di prodotti o servizi, ma anche come un potente strumento per gestire il cambiamento all’interno delle organizzazioni e del loro ecosistema.

2. – CEO of OpenWare
– Sr. Lean Agile Coach &
Consultant, Lean Sartup
– Organizational Change Agent
– @fabioarmani
– Lean Agile Italy @LinkedIn
– www.open-ware.org
About Me

4. Current Status
• Used by ≈3 Years
• Two specific books
• A set of adopters across the World (Jason
Little, Anderson)

5. Using Lean Startup for
Organizational Change

6. Lean Change Cycle
PREPARE
INTRODUCE
REVIEW
CHANGE
INSIGHTS
MVC OPTIONS
LEAN
CHANGE

7. Collecting 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

8. well not well
retrospectives at all levels
AGILE TOOLS
ADKAR
CHANGE MANAGEMENT
TOOLS
KOTTER’s8 Steps
Insights
Collecting Insights
CULTURE AND PEOPLE
OCAI Assessment
Schneider Culture Model
RoundPegg
Control
Competence
Cultivation
Collaboration
Insights & MBTI
satir

10. Generating Options
• 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

11. Options
Generating Options
cost
value
high cost,
high value

12. Options
Prioritizing Options
value
cost
LEAN
COFFE’
NEWSLETTER
QMO
BLOG
BEST “BANG FOR THE BUCKS”

13. 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.

14. Lean Coffee

15. 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

16. MVC
MVC or Experiments?

17. 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

18. • 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

19. • 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

20. • 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

22. “Lean Change Management” – Jason Little

25. Ideas
Build
Change
Measure
Data
Learn

26. Putting It All Together
#LeanChange
Insights Options BackLog
value
cost
MVP/MVC
negotiate
change
generate
measurements
introduce
change
validate
change
launch
experiment
pivot?
abandon?
Introduce Validate

29. in detail

30. 8. Required Investment
Constraints around time, cost and effort
7. Wins
Moral
Performance
Capability
1. Urgency
Top 3 drivers, and what
needs to change
Capability of Org to
execute:
5. Target State
Strategic pillars, common
enablers, etc.
6. Success Criteria
Change will stick when
…
3. Vision
Single compelling
statement that describes
what the “destination“
looks like
Key Behaviours:
4. Communication
2 way path of
communication
9. Action
Key methods used to
implement change
2. Change Recipients
Who is impacted by the
change
Guiding Teams:
Lean Change Canvas XYZ Company
04-Jan-2013
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31. MVC -
1

32. MVC -
• Root Cause Analysis
• Five Whys
• Value Stream Mapping
• Waste:
– Partially done work
– Extra features
– Delays
– Defects
– …

33. MVC #
• Articulate Urgency for your MVC by performing root
cause analysis
– Collaborate with your change participants to outline a set of
benefits that will matter to them
– Chose some qualitative benefits, such as morale, improved
capability … customer satisfaction
– Select some quantitative benefits, improvements in lead time …

34. MVC -
2

35. MVC -
• Locate Change Participants within the Organization
• MVC that could be targeted at change participants
include:
– Helping Managers and executives improve organizational agility
(Jurgen Appelo’s Managemnt 3.0 framework)
– Helping developer achieve better agility through adoption of CI and
test driven development
– Piloting particular Agile method (e.g Kanban, Scrum, eXtreme
Programming …) or practice (TDD, story mapping …) to help a specific
team improve their delivery

37. MVC #
• Associate your MVC Canvas with a set of Change
Participants
1. Annotate your stream map and/or 5 Whys analysis with
impacted participants
2. Evaluate specific change participants in terms of their
willingness and capability to serve as a change champion and
part of a guiding team
3. Add the the appropriate change participants to your Change
Canvas, segmenting by role (impacted or acting as
stakeholders)
4. Annotate each participant to associate them with the problem/
countermeasure in the urgency section

38. MVC -
3

39. MVC -
• The Vision portion is all about articulating the objectives
of your MVC in a single compelling statement that
resonate with recipients
– Fat a minimum, the Vision section requires a single, bold
statement
– A good Vision is short and memorable
– Determine an overall cadence/heartbeat for each of your
communications
– Create an initial backlog of communication : send out

40. Vision – LEGO Movie

41. MVC #
• Formulate a Vision for your MVC
1. Conduct a workshop with your recipients to come up with a
Vision statement that is concise, bold and encourages action!
2. See if you can encourage one of your recipients to engage in
some visual thinking.
3. Create a drawing or a Change Sculpture (e.g. with LEGO) that
represents the change Vision

42. MVC –
4

43. MVC –
• Target Options represent what the working environment
may look after the change initiative has been
successfully implemented
– Consider a number of elements in telling the story of variuos
target options
• Value Network Design
– Helps articulate and refine target options
• Knowledge workers organization
– Jurgen Appelo
– Don Reinersten
– David J. Anderson

44. Target Options

45. Value Network Design

46. Value Network Design
• The atomic unit is a cross-functional team
• Feature teams / Components teams
• Community of Practices
• Disciplines

47. MVC #
• Design a Value Network for your MVC for one Target
Option and summarize on the Change Canvas
1. Collaborate with your change participants to outline a set of
benefits that will matter to them
2. Chose some qualitative benefits, such as morale, improved
capability … customer satisfaction
3. Select some quantitative benefits, improvements in lead time
…

48. MVC -
4

49. MVC -
• Determine how you will support your MVC with
Communication
– Figure out your overall flow of communication
– Consider channels of communication
– Determine an overall cadence/heartbeat for each of your
communications
– Create an initial backlog of communication : send out

50. MVC #
• Outline the benefits of your MVC on the Change Canvas
1. Collaborate with your change participants to outline a set of
benefits that will matter to them
2. Chose some qualitative benefits, such as morale, improved
capability … customer satisfaction
3. Select some quantitative benefits, improvements in lead time
…

52. MVC -
• Plan Change in a co-creative way
• Expect your change plan to be wrong

53. MVC #
• Determine how you will support your MVC with
Communication
1. Figure out your overall flow of communication
2. Consider channels of communication
3. Determine an overall cadence/heartbeat for each of your
communications
4. Create an initial backlog of communication : send out

54. Change Canvas
• Plan Change in a co-creative way
• Expect your change plan to be wrong

55. Plan Change in a co-creative way
#leanChange

57. Change Canvas

60. A documented, detailed
process cannot match the
complexity of the human brain!
“

61. Agile and Lean provide a Vision
for Success in today’s Complex
Customer Driven World

67. Executing on Lean and Agile
requires a fundamental shift in the
way most organizations work

68. The Big C-Change traditionally
used by Big C-Consulting firms is
fundamentally wrong for Agile
Change

69. Using Scrum to Inspect and Adapt
– A better approach to agile
change, but often results in to
large a change that does not fit all
context

70. Kanban – a viral, evolutionary
approach to change
management