Post on 16-Apr-2017
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rollout Organisational Change Projects Michael Tarnowski
Arthur John Picton: https://www.flickr.com/photos/arthurjohnpicton/4383221264/in/faves-58564123@N05/
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Change is inevitable
compassrose_04 https://www.flickr.com/photos/compassrose_04/7321975372
Change is inevitable
Change is a processChange is not an eventChange never stopsChange is continuous
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Organisations aren’tr any different than People
…because people/employees are fundamental to organisations!Heather Gold: https://www.flickr.com/photos/subvert/4419653281/in/faves-58564123@N05/
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Organisations are difficult to change
Luis Vilanova https://www.flickr.com/photos/32951050@N05/3204345416/
It’s difficult to change organisations since it’s difficult to change employees
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Fear to Change
Rubén Díaz Alonso https://www.flickr.com/photos/outime/3974810429/
Employees fear Change
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Resistance to Change
Rubén Díaz Alonso https://www.flickr.com/photos/outime/4250568447/
Employees resist Change
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Problems of Organisational ChangeIn Organisational Change Projects you are confronted with• Resistance• Fear• Loss of Trust• No-Commitment• Resignation• …
Kevin Dooley https://www.flickr.com/photos/12836528@N00/3166121241/
Here are 20 tips how to cope with this
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Realistic Schedule
photosteve101 https://www.flickr.com/photos/42931449@N07/6812481635
1. Have a realistic Schedule
Don’t under-estimate the effortImplementing Change takes 1-2 years at least (see John Kotter’s phase model)
Acclimatisation time (with further marketing the change): 1 yearHarvesting the new culture & benefits after 3 yearsDon’t accept management wish-thinking
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Assistance and Guidance
Lara Cores https://www.flickr.com/photos/57375589@N05/13056506394/
2. Offer at all levels your Assistance and Guidance
Help with Assistance and GuidanceWalk your talks! – as manager, coach, or consultant be presentSupport the frontline actively with engagement, knowledge and technology in all improvement activities Explain unmovable constraintsRemove impedimentsAllocate resources needed
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Personal Vision – Shared Vision
2. Create Shared Visions by valuing Personal VisionsElvin https://www.flickr.com/photos/25228175@N08/6105804458/
Respect and value employee's Personal VisionPersonal Visions defines their identity, attitudes, behaviours, empathies, and resistances.Create Shared VisionsShared Visions build Collective IdentityMatch Change’s objectives with the employee's Personal VisionsIdentify resistance and blockers as fast as possible
Use LEGO Serious Play workshops to develop Shared Visions correlating with employees vision and change initiative objectives
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Trust
Nick Ford https://www.flickr.com/photos/23000678@N05/2208787413/
4. Assure employees to trust and to be trusted
An Organisation has always to fulfil the Trust of employeesBecause employees trust in them! Involve all who have needsShow improvement actions on all operational levels transparentlyAlign and engage change with the businessMotivate with giving confidence and responsibilitiesAllow mistakes
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Transparency
Nina Matthews https://www.flickr.com/photos/21560098@N06/6722653055/sizes/l/
5. Be always transparent on all levels
Show Transparency as much as possible:Show progress / results all-timeCommunicate success, problems, and failureMake all data highly available (whiteboard at a prominent place)Involve at all levels employees in detailing high level change objectives to their needsEstablish feedback cycles and discussion forums
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Commitment
Prasanth Chandra https://www.flickr.com/photos/35092241@N03/6028269649/
6. Strive for Mutual Commitment
You get no Commitment from management top-down-orders onlyIt’s a 2-side coin: if you are not committed yourself, you get no commitmentBuild commitment on• Trust and Transparency• Motivation (on individual, team, and
department / management level)• Embedding in decisions all
involved• Showing everybody the personal
benefits and values• Creating “Small World Networks”
spreading connections feature-driven
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Process Engineering Group w/ Change Agents
David Wall https://www.flickr.com/photos/dwonderwall/3340589299/in/faves-58564123@N05/
Process Engineering Group –core team driving the Change.
Vertical and horizontal representatives of all teams/depart. involvedSupports actively on all levels employees in finding objectives, implementing, and rollout change
Change Agents – promoting and multiplying the Change
Representatives of all management levelsSome of them should be part of the PEG
Agile Coach: Systemic supervision by an Agile mind set
7. Establish active community to drive, support, and promote Change at the frontline
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Active Management Attentation
Adam Cohn https://www.flickr.com/photos/adamcohn/2828556478/in/photostream/
8. Call for Active Management Attentation
At all levels• Involve employees in detailing
the high level change objectives• Give employees room for
feedback• Let employees contribute in
improvements of activities, artefacts, processes, and procedures
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Communicate
Marc Wathieu https://www.flickr.com/photos/88133570@N00/4074440716/
9. Communicate! Communicate! Communicate!
Communicate! Communicate! Communicate!• …success stories as well as
failures• …constraints, objectives, goals• …motivation and benefits• …time lines and schedules
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Value Stream and Business Alignment
Clint McMahon https://www.flickr.com/photos/89932500@N00/5747876912/
10. Align change activities on Value Stream and Business
Value (of the change) is pertinence of usage the change brings to frontlineIdentify waste using Games and Retrospectives (Innovation Games)
Assess projects and teams in terms of• …creating flow by eliminating
waste.• …needs / business value /
importanceSelect “pilot projects” for change activities / artefacts according to business needs and value stream
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Create Value
Billy Wilson https://www.flickr.com/photos/32132568@N06/4804943273/
11. Think Lean. Deliver Value: Build-Measure-Learn
Establish reliable metrics and reporting cyclesDon’t over-enginieer Ship directly usable artefacts time-boxed and incrementallyUse, evaluate, and improve all shipped artefacts immediately:
Build-Measure-Learn (Lean-Startup-Cycle)
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Have Impact
Conan https://www.flickr.com/photos/conanil/2254568863/sizes/o/
12. Create Impact at all levels
Spread across that your grass is greener – use the domino effect: “Let me join your team!”
Give employees room for feedbackLet employees experience improvements personally – “Continuous Improvement Process”
Engage enthusiastically supportive employeesReward by giving responsibilities or status – not by money
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Create Experimentation Culture
Paolo Lottini https://www.flickr.com/photos/12215612@N06/6119908332/
13. Create Experimentation Culture
Prototype / Test all improvement ideas – even the smallest one – at frontlineKeep test teams small (3ppl)Test repeatedly oftenConstantly remove guessworkBe metrics driven – choose oneMake all data highly availableAllow failures – tests can fail!Encourage employees’ engagement
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Challenge Employees
14. Challenge and Engage Employees
Get enthusiastic support and buy-in upfrontAssign neutral facilitator(s) to assure everyone will be heardUse engaging collaboration formats and facilitation (Open Space, Barcamp, Fish-Bowl, World Café, Innovation Games, Agile Games, LEGO Serious Play)
Create Declarations of UnderstandingCelebrate successes
Richard Parmiter https://www.flickr.com/photos/parmiter/2521273890
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Energise Employees Emotionally
Plays-In-Business: “Agile Games Evening 2012” – Photos: Tobias Cieplik
15. Find solutions in a Playful Way
Playing
• …addresses emotionally
• …energises with fun
• …motivates by heart
• …commits easily
• … connects people and goals
• … transfers goals and objectives
• … opens creativity quickly via metaphors, pictures, symbols, story telling
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Agile Rollout Policies
Mykl Roventine https://www.flickr.com/photos/myklroventine/7911487006/in/photostream
16. Think Agile. Establish Rollout Policies
Implement artefacts with daily feedback loops in core team (24hrs)Release artefacts in directly usable increments in 2wks sprintsDefine retrospective intervalsDefine success criteria (“Definition of Done”)
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Lean Change Canvas
Feggy Art https://www.flickr.com/photos/victius/4868893727/in/faves-58564123@N05/
17. Monitor Progress metrics-driven
Monitor Change initiative progress with Lean Change Canvas metrics:• Urgency, Change Recipients,
Vision• Communication, Success
Criteria, Target State• Required Investments (effort),
Wins
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Scaling Change
santacroce https://www.flickr.com/photos/86131800@N00/1335971537/
18. Scale the Change
Use same agile rollout policies in the line as in core team:• Incremental releases (24hrs/2wks)• Build-Measure-Learn
frontline team 1
frontline team 2
frontline team 3
frontline team 4
Team coaches
Core team(Process Engineering Group)
Agile Coach
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Retrospectives
Kevin Lau https://www.flickr.com/photos/87473264@N00/767491038/
19. Create Learnings regularly
Use Retrospectives (i.e. regular team meetings after 4-6 sprints each) to:• “Inspect & Adapt” – reflect with core
team and others involved their way of working, and how to continuously improve
• identify and commit actions to be done to improve
• empower teams and improve the team productivity
• increase product quality• identify impediments• collect learnings• adapt to changing objectives and
requirements
4 Questions:1. “How are we doing?”2. “What's going well?”3. “What's not going well?”4. “What steps can we take to improve?”
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Offer Alternatives
20. Forget about pleasing everybody: Offer Alternativesrabiem22 https://www.flickr.com/photos/rabiem/8398594857
You can’t get all on the bandwagonPermanent motivating, explaining, and convincing people pressures you and slows down the transformationShow employees not willing to follow Alternatives / Exit strategies to the change:• moving to new teams /
departments with same mind sets
• telework opportunities• early retirements• cancellation agreements• pay employees to quit (Zappos,
Amazon)
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Questions? – Comments? – Being Interested?
Drop me a note:info@plays-in-business.com
Or call me: +49-172-6915261
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Trained Innovation Games Facilitator Trained LEGO Serious Play Facilitator Management 3.0 certified Facilitator Certifed Scrum Master, Agile Coaching ISO 15504/Automotive SPiCE Assessor Requirements Engineering & Management
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