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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

consultancy Quality Assurance & Management consultancy Project Management & Configuration Management

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Plays-In-Business.com • Fritz-Kalle-Str. 4 • D-65187 Wiesbaden • Fon: +49-172-6915261 • Fax: + +49-3212-1312401info@plays-in-business.com • www.plays-in-business.com