3/31/2017 0 Comments Ash Maurya Running Lean Pdf MergeLean Change Methodology - Download as PDF File (.pdf), Text File (.txt) or view presentation slides online. The Lean Change Methodology Guest was Jeff Anderson.
Lean Change Methodology Transcript – Business. Managing Agile Organizational Transformation: Learn how to manage agile adoption initiatives using the Lean Change method. The Lean Change method extends the Kotter change management lifecycle with high feedback, iterative planning practices based on validated learning and other techniques taken from Lean Startup. Download PDF Transcript. Note: This is a transcription of a podcast. It has not gone through professional editing process and may contain grammatical errors or incorrect formatting Related Podcast: Using Kanban, Kotter & Lean Startup Thinking. Free download for visual note taking in class, sam bradd, vancouver, canada, what is graphic recording, what is graphic facilitation, sketchnote, visual note taking. Relevance Analysis and Technology. Transcription of Podcast. Joe Dager: Jeff started his career in the trenches of enterprise development, creating a software delivery joy through the use of things like patterns, Agile methods, and overall object- oriented goodness. In recent years, Jeff created the Deloitte Lean service offering, providing advisory, coaching, and change management services to IT departments and software focused businesses. Jeff has built this capability within Deloitte to help organizations truly transform the way they operate their business. Over the last several years, Jeff has played a leadership role in some of the largest Kanban based enterprise transformations worldwide. Jeff recent captured some of this work in his new book called The Lean Change Method. What was the motivation for putting together the Lean Change method? Jeff Anderson: Thanks a lot Joe. Let me just provide a little bit of context- you. Over the last several years, I. This is actually pretty complex and pretty hard thing to do. I think most Agile change agents out there will agree with me that too many Agile transformations are still unsuccessful; we. Probably the most common method out there, unfortunately, is what I call the . They spend a little bit of time analyzing the current state of that organization, and then they go, and they forklift one of the dozens of traditional models they. In this case what we end up doing is we try to find a place in the organization where we can adopt one or more of these improvement methods, try to adapt the context and hope things go well. In some cases, they go well, but in a lot of cases they still don. A lot of people say, . What my opinion is that if Agile transformation is going to happen in a reasonable time frame, it does require managed change. The change needs to be managed by the executives of the organization, by the managers of the organization, and it does require assistance sometimes from external consultants who have who have a lot of experiences in Agile and Lean, but we want to have managed change method that doesn. I wanted to make sure that what I call . So in a nut shell, the reason I made the . One of the biggest strengths of the Kanban method is that it gives change recipients or everyday employees some tools to go and look at where their problems are, visualize those problems, get some data around those problems and come up with a solution. What I really want to do is extend the whole concept/philosophy of self- managed change, but have something that sits at a slightly higher direction, at a slightly higher level. So you can look at things at a strategic level, a holistic level, and at the entire organization level without giving up the ownership of everyday employees being owners of that change. Joe: ? Is it similar to leader standard work and that type of process? Jeff. Now there are lots of different kinds of Lean out there; what we specifically did is take inspiration from the Lean Startup method. One of the prime ideas behind the Lean Change Method is that a start- up is an excellent metaphor for a large- scale transformation; there. So, we really actually take in a lot of the principles behind the Lean Startup method and apply them to Lean Change. The first thing we did was look at the Lean Startup tools; Lean Startup is famous for taking the concept of a canvas- which is a kind of plan on a page and using it to collaborate on what are all the assumptions behind a highly uncertain business domain. Now in the start- up world you get feedback, and you get learning, but deploying and building the smallest possible product you can validate whether you. In our world, we continued our shameless riffing- , and we have what. So in the Lean change world, what we want to do is say ? A smaller scenario type of thinking where you present it and you try it. You do the experiment, and you receive the feedback from it? Jeff: ! What we do is we take our minimum viable change that. We then create a set of improvement experiments that are designed to validate those assumptions. Now typically our improvement experiments are designed to test whether our change is resulting in changes, in behavior, and the acquisition or adoption of new methods, as well as acquisition of business outcomes and improvement of performance. An example of an improvement experiment could be . They can also be done form a performance or business outcome perspective. Joe. And how do you back up? Do some iterations fail? Jeff. The idea here is that with the Lean- change method you want to fail fast and fail cheap. What typically happens is when change agents go, and they build their first canvas they do its using what we. In the first state, all you. A lot of the time change agents will think they. They realize that they. That might seem like waste, but you. Then you move on to the next state where you can validate that adoption is taking place, and finally you. Is that how leadership fits into this? Jeff. The good thing with the Lean change method is we. Likewise, we periodically go through our minimum viable change canvases, and we go ? Is this section completely wrong? The comments in this quadrant are wrong. We can then have stand ups or weekly meetings in front of these artifacts and go . If I can add one other point to . An obvious example of a change recipient segment is a potential collocated cross functional team, but your change recipient segments could also be by level or functional specialization. We often have a minimum viable change that. Why did you use a canvas? Is that just a buzz word? Or why not an A3? Jeff: ! It was then ported over to the Lean Startup world and made famous by Ash Maurya in his book . I like the Business Model Generation model as well but the Lean Canvas was really interesting to me because it talked about how to define a product in a highly uncertain market. When looking at this canvas, I noticed that there were a lot of parallels with the way start- ups co- create products with potential customers and the way change management needs to co- create change with their change recipients to create a transformation. So much so that I was able to take terms, and techniques from a change management life cycle made famous by John Kotter, known as . I might need to make dramatic pivots and changes on this canvas as I go through the process. The A3 is really good technique for doing a lot of this, but it. This stuff is actually quite pluggable; you can use different pieces as you like. Joe. How does cadence apply to change management? Jeff. A lot of Agile methods talk about iterations, and having short iterations so you can make sure you get feedback back into the system. The idea is that the more you have, the more you can use that to regulate a process rather than having bureaucratic and overly cumbersome process definitions. The interesting thing about Kanban and other types of Lean thinking is that they recommend that you take the concept of an iteration, and decouple the different points in the iteration. So for instance, an Agile team might say. Whereas tools like Kanban say . So what we did is we came up with a cadence model where we have a suggested set of meetings, workshops, and sessions that provide advice on when to update certain Lean change artifacts. It might be overkill to use the number of meetings, and the number of workshops I suggested for a smaller transformation. Joe: ? Do you know when a company isn? Is there something that. What I do care about is . But that alone was a massive improvement over the way they were working before, and it. When I look at Lean change, the great thing about the method is you can start really simple: you. You want to have an intelligent conversation around how to improve. Go and take a Change Canvas and slap it on the wall, have a discussion with your team about some potential changes you can make, and stop there. You can then step it up and say . That is a lot like the minimum viable change canvas, but 4 times the size. You want to get a whole lot of people in front of it to collaborate on it and use that to track an entire transformation. I think the answer really is that any technology company delivering new services and goods- they. They can only stay in business using old methods and tools for so long. Joe. So this principle of co- creative or negotiated change is principle to the method. Both the change agents, change recipients and change stakeholders have to understand the validity of their change by subjecting it to experimentation, creating a hypothesis, validating those hypothesis and being ready to pursue those change tactics if they. It was co- created primarily by myself and fellow consultant Alexis Hui who iterated under a number of versions of the method. The method also has contributions from some of our clients who were working on some of these Agile transformations, and some key contributors include Jason Little, Andrew Annett and Bernadette Dario. Joe. You can also go to my blog where I actually have a whole lot of articles talking about Lean Change and Agile, and you can find that on Leanchngemethod. Joe: I think you explain the Lean start- up so well. Like you come out with the vision, and they tell you haven. I really want to treat my early customers with the kind of support they need to help make this a valuable method.
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