ACMP Canada - Transforming Traditional Approaches to Change

@jasonlittle | leanchange.org
TRANSFORMING
TRADITIONAL
APPROACHES TO CHANGE

1995

$250

TODAY

WHAT’S THE
POINT?

1995
How we
approach
change
“best practices”
standards
plans and documents
Today
Societal
Evolution
outdated thinking
cannot keep up with
today’s pace of change

“All CEOs, including me, are
operating in a world where it’s
almost impossible to predict things
in the short term, and you need to
be prepared to navigate.”
http://sloanreview.mit.edu/article/conversation-with-the-ceo-pierre-nanterme-chairman-and-ceo-accenture/
Accenture CEO Pierre Nanterme

THE HIGHEST PRIORITY IS TO
SATISFY THE CUSTOMER THROUGH
EARLY, AND CONTINUOUS DELIVERY
OF VALUABLE SOFTWARE
Agile Manifesto, 2001

UNLESS YOUR CHANGE IS MOVING A
PRINTER, THE HIGHEST PRIORITY IS
FACILITATING MEANINGFUL CHANGE
WITH OUR “CUSTOMERS”
The Agile Change Manifesto
this doesn’t exist yet, but I guarantee someone will trademark it.

WHO’S OUR
“CUSTOMER”?
EXECUTIVES
CHANGE SPONSORS
PEOPLE DIRECTLY
AFFECTED
PEOPLE IN-DIRECTLY
AFFECTED
NAGGING BOSS
WHO KEEPS ASKING
FOR GANTT CHARTS

AND WHAT DO THEY CARE ABOUT?
EXECUTIVES
CHANGE SPONSORS
PEOPLE DIRECTLY
AFFECTED
PEOPLE IN-DIRECTLY
AFFECTED
NAGGING BOSS
WHO KEEPS ASKING
FOR GANTT CHARTS
POLITICS, KEEPING THEIR JOB, GETTING
THEIR BOSSES JOB WHEN SHE RETIRES

EXECUTIVES
CHANGE SPONSORS
PEOPLE DIRECTLY
AFFECTED
PEOPLE IN-DIRECTLY
AFFECTED
NAGGING BOSS
WHO KEEPS ASKING
FOR GANTT CHARTS
NOT LOOKING LIKE AN IDIOT IN THE
MANAGEMENT MEETINGS, KEEPING THE
ILLUSION THEY HAVE CONTROL OVER
THEIR TEAM

EXECUTIVES
CHANGE SPONSORS
PEOPLE DIRECTLY
AFFECTED
PEOPLE IN-DIRECTLY
AFFECTED
NAGGING BOSS
WHO KEEPS ASKING
FOR GANTT CHARTS
DOES THIS CHANGE MEAN I’LL LOSE MY
JOB? WHY DOESN’T THIS ANNOYING
CHANGE PERSON LEAVE ME ALONE!!

EXECUTIVES
CHANGE SPONSORS
PEOPLE DIRECTLY
AFFECTED
PEOPLE IN-DIRECTLY
AFFECTED
NAGGING BOSS
WHO KEEPS ASKING
FOR GANTT CHARTS
ARE WE ON TRACK SO I STILL GET MY
BONUS? THIS BETTER WORK, OR MY
CAREER IS OVER…

EXECUTIVES
CHANGE SPONSORS
PEOPLE DIRECTLY
AFFECTED
PEOPLE IN-DIRECTLY
AFFECTED
NAGGING BOSS
WHO KEEPS ASKING
FOR GANTT CHARTS
UG. ONE MORE ANNOYING THING TO DEAL
WITH.

HOW CAN AGILE
HELP?

AGILE? PAHLEEEZE!

KOTTER? PAHLEEEZE!

AGILE IN 2001
The people who just got it.
Innovators and early adopters

AGILE IN 2005
The descent of the certiﬁcations
Early Majority

AGILE IN 2010
The descent of the frameworks
Late Majority

AGILE IN 2015
The non-software crowd
Laggards

TODAY’S DYNAMIC
Agile innovators are stealing ideas from OD/CM
CM/OD innovators are stealing ideas from Agile

2001 4 VALUES
12 PRINCIPLES
agilemanifesto.org

INDIVIDUALS AND
INTERACTIONS OVER
PROCESSES AND TOOLS

WORKING SOFTWARE OVER
COMPREHENSIVE
DOCUMENTATION

CUSTOMER
COLLABORATION OVER
CONTRACT NEGOTIATION

RESPONDING TO CHANGE
OVER FOLLOWING A PLAN

individuals and interactions over processes and tools
working software over comprehensive documentation
customer collaboration over contract negotiation
responding to change over following a plan
if you applied these values to how you approach change today,
what would be different?
5 minutes at your tables

Pull over Push
Touch over Technology
Organic over Scripted
Growth over Perfection
CREATING A CHANGE MANAGEMENT MANIFESTO ROOTED IN AGILE VALUES AND PRINCIPLES

Agile Team’s Kanban Board
Change Team’s Kanban
Board
PULL OVER PUSH

CO-CREATED CHANGE PLANS
TOUCH OVER TECHNOLOGY

WHOOPSIE, TIME WASTED…

…BUT IN A GOOD WAY.

PEER ACCOUNTABILITY

VISIBLE PROGRESS
ORGANIC OVER SCRIPTED

FACE TO FACE INTERACTION
GROWTH OVER PERFECTION

TRADITIONAL
CHANGE
Standards
Process-driven
Tools and Templates
Plan-driven
Change Activities
Urgency
Change people own it
USING AGILE
FOR CHANGE
Contextual
People-driven
Face-to-Face
Feedback-driven
Experiments
Purpose
People directly affected own it

IF YOU’RE NOT PASSIONATE
ABOUT BRINGING MEANINGFUL
CHANGE, GET OFF THE PATH.
Daryl Conner

SHU (BEGINNER)
VISUALIZE WORK, DO STANDUPS, WORK
IN WEEKLY SPRINTS, DO RETROSPECTIVES
Follow the process, don’t question it until you know you should

REQUIREMENTS BUILD TEST DEPLOY
6 month project
TRADITIONAL
FUNCTIONAL
TEAM
FUNCTIONAL
TEAM
FUNCTIONAL
TEAM
FUNCTIONAL
TEAM
HANDOFF HANDOFF HANDOFF
CUSTOMER
FEEDBACK
REQUIREMENTS
BUILD
TEST
DEPLOY
REQUIREMENTS
BUILD
TEST
DEPLOY
REQUIREMENTS
BUILD
TEST
DEPLOY
REQUIREMENTS
BUILD
TEST
DEPLOY
2 weeks 4 weeks 6 weeks 8 weeks
AGILE
CROSS-FUNCTIONALTEAM
CUSTOMER
FEEDBACK
CUSTOMER
FEEDBACK
CUSTOMER
FEEDBACK
CUSTOMER
FEEDBACK

HA (ADVANCED)
CULTURE HACKING, LIMIT NUMBER OF IN-PROGRESS
CHANGES, USE EXPERIMENTS INSTEAD OF
EXECUTING CHANGE ACTIVITIES, “BREAK THE RULES”
Realize you can change the rules to suit your context

LIGHTER-WEIGHT TOOLS
LEANCHANGE.ORG/RESOURCES

RI (EXPERT)
CREATE YOUR OWN CONTEXTUAL CHANGE
FRAMEWORK USING THE MOJITO METHOD
Realize that you own your process and can create it

KOKORO (SIMPLIFY)
SMALL INTERVENTIONS AND MOVEMENTS
OVER TIME. ONLY CONVERSATIONS MATTER.
No more frameworks do you require…a Jedi you are

DIVERSITY IS BEING ASKED TO
THE PARTY. INCLUSION IS
BEING ASKED TO DANCE
Lajuanda Asemota

IS THIS MAKING ANY SENSE?
Homework:
Write down a number from 1 to 5
1 = you felt a bit lost during this session
5 = you should have delivered this session

IF YOU ANSWERED 1
SORRY! BUT THERE IS HOPE!
▸ go to meetup.com and join a local Agile meet up.
#AgileTo
▸ ﬁnd local companies that are adopting Agile and go talk to
them (but not enterprise companies, they are horrible at
Agile. Sorry, they are. Really.)
▸ Read The Art of Agile Development by James Shore

IF YOU ANSWERED 2
GOOD, EXPERIMENTING IS THE BEST WAY TO LEARN!
▸ go sit with whoever it is you’re “trying to change”, and not with your department
▸ make a personal kanban board showing all the things you’re working on, make
it public
▸ start daily standup meetings for 15 minutes every day on every change initiative
you’re working with
▸ stop making powerpoint
▸ really, stop making powerpoint
▸ have bi-weekly retrospectives with your team, and the people you’re ‘trying to
change’ about how the overall change is progressing. Use that data to change
your change plan

IF YOU ANSWERED 3
PERSONAL ACCOUNTABILITY!
▸ write down an experiment you want to try
▸ write your email address on the paper, and the date you would like to be
contacted
▸ give it to someone you don’t know (or email your experiment to me at
jason@leanintuit.com )
▸ phrase it like this: Objective - I want to <do this> because I think this
<outcome will emerge>. My key results would be <your own self-
measurements>
▸ Example: I want to know if our change management practice is effective so
I’m going to talk to 10 people directly impacted by the change and bring their
feedback back to our change team by Aug 1.

IF YOU ANSWERED 4
WAKE UP!
▸ not as is, “wake up, you don’t get it”, it’s “wake up” meaning
you were probably bored throughout this whole thing!
▸ Seriously though, start following people like Jen Frahm,
Heather Stagl, Jurgen Appelo, Esther Derby, Don Gray,
Niels Pﬂaeging, Paul Gibbons, Craig Larman, Luc Galoppin,
Diana Larsen. They are people who live in the Agile,
Change/OD, and management spaces who are building
bridges between these communities. (and there are
probably lots more)

IF YOU ANSWERED 5
YEEEER UP!
▸ Alright smarty pants, correct me!
▸ Seriously though, go to Agile events and connect with
Agile Coaches who desire more help with OD and
Change.

Questions?
————————————————-
Stories and Examples
leanchange.org/stories
Resources, Videos, Tools
leanchange.org/resources

ACMP Canada - Transforming Traditional Approaches to Change

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