Agile Transition in Trouble? Using the Kotter Change Model

as a Diagnostic Tool

Alistair McKinnellwww.valuablecode.com

@amckinnella.mckinnell@computer.org

Leading Change:Why Transformation Efforts FailJohn P. Kotter

70%

1. Establishing a Sense of Urgency

2. Creating the Guiding Coalition

3. Developing a Vision and Strategy

4. Empowering Broad-Based Action

5. Communicating the Change Vision

6. Generating Short-Term Wins

7. Consolidating Gains and Producing More Change

8. Anchoring New Approaches in the Culture

1. Establishing a Sense of Urgency

2. Creating the Guiding Coalition

3. Developing a Vision and Strategy

4. Communicating the Change Vision

5. Empowering Broad-Based Action

6. Generating Short-Term Wins

7. Consolidating Gains and Producing More Change

8. Anchoring New Approaches in the Culture

1. Establishing a Sense of Urgency

2. Creating the Guiding Coalition

3. Developing a Vision and Strategy

4. Communicating the Change Vision

5. Empowering Broad-Based Action

6. Generating Short-Term Wins

7. Consolidating Gains and Producing More Change

8. Anchoring New Approaches in the Culture

1. Establishing a Sense of Urgency

2. Creating the Guiding Coalition

3. Developing a Vision and Strategy

4. Communicating the Change Vision

5. Empowering Broad-Based Action

6. Generating Short-Term Wins

7. Consolidating Gains and Producing More Change

8. Anchoring New Approaches in the Culture

1. Establishing a Sense of Urgency

2. Creating the Guiding Coalition

3. Developing a Vision and Strategy

4. Communicating the Change Vision

5. Empowering Broad-Based Action

6. Generating Short-Term Wins

7. Consolidating Gains and Producing More Change

8. Anchoring New Approaches in the Culture

1. Establishing a Sense of Urgency

2. Creating the Guiding Coalition

3. Developing a Vision and Strategy

4. Communicating the Change Vision

5. Empowering Broad-Based Action

6. Generating Short-Term Wins

7. Consolidating Gains and Producing More Change

8. Anchoring New Approaches in the Culture

Agile “Sweet” Spot

•Cross-functional team•Co-located team•Direct business connection•Frequent releases•Solid technical practice

X

Agile “Sweet” Spot

•Cross-functional team•Co-located team•Direct business connection•Frequent releases•Solid technical practiceX

1. Establishing a Sense of Urgency

2. Creating the Guiding Coalition

3. Developing a Vision and Strategy

4. Communicating the Change Vision

5. Empowering Broad-Based Action

6. Generating Short-Term Wins

7. Consolidating Gains and Producing More Change

8. Anchoring New Approaches in the Culture

5. Communicating the Change Vision➢ Getting rid of obstacles➢ Changing systems or structures that undermine the change vision➢ Encouraging risk taking and nontraditional ideas, activities,

and actions

6. Generating Short-Term Wins➢ Planning for visible improvements in performance, or "wins"➢ Creating those wins➢ Visibly recognizing and rewarding people who made the

wins possible

7. Consolidating Gains and Producing More Change➢ Using increased credibility to change all systems, structures, or

policies that don't fit the transformation vision➢ Hiring, promoting, and developing people who implement the

change vision➢ Reinvigorating the process with new projects, themes, and

change agents

5. Communicating the Change Vision➢ Getting rid of obstacles➢ Changing systems or structures that undermine the change vision➢ Encouraging risk taking and nontraditional ideas, activities,

and actions

6. Generating Short-Term Wins➢ Planning for visible improvements in performance, or "wins"➢ Creating those wins➢ Visibly recognizing and rewarding people who made the

wins possible

7. Consolidating Gains and Producing More Change➢ Using increased credibility to change all systems, structures, or

policies that don't fit the transformation vision➢ Hiring, promoting, and developing people who implement the

change vision➢ Reinvigorating the process with new projects, themes, and

change agents

5. Communicating the Change Vision➢ Getting rid of obstacles➢ Changing systems or structures that undermine the change vision➢ Encouraging risk taking and nontraditional ideas, activities,

and actions

6. Generating Short-Term Wins➢ Planning for visible improvements in performance, or "wins"➢ Creating those wins➢ Visibly recognizing and rewarding people who made the

wins possible

7. Consolidating Gains and Producing More Change➢ Using increased credibility to change all systems, structures, or

policies that don't fit the transformation vision➢ Hiring, promoting, and developing people who implement the

change vision➢ Reinvigorating the process with new projects, themes, and

change agents

XXXX What is the single biggest error people make when they try to change?

1. Establishing a Sense of Urgency

2. Creating the Guiding Coalition

3. Developing a Vision and Strategy

4. Empowering Broad-Based Action

5. Communicating the Change Vision

6. Generating Short-Term Wins

7. Consolidating Gains and Producing More Change

8. Anchoring New Approaches in the Culture

XXXXXXXXX of a company’s management is honestly convinced that business-as-usualis totally unacceptable

75%

1. Establishing a Sense of Urgency➢ Examining the market and competitive realities➢ Identifying and discussing crises, potential crises, or

major opportunities

2. Creating the Guiding Coalition➢ Putting together a group with enough power to lead➢ Getting the group to work together like a team

Value StreamMapping

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