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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 process

Change is not an event

Change never stops

Change is continuous

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Organisations aren’tr any different than People

…because people/employees are their base!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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Active Management Attention

Kristof Ramo https://www.flickr.com/photos/kristoframon/3526530172

1. Call for Active Management Attention and Support

As Manager:

Walk your talk! – Be present at all levels

Trust your employees – let them detail high level change objectives from their perspective / needs

Let them contribute in activities, artefacts, processes, and procedures

Allocate needed resources

Serve your employees

Define yourself by accomplishments of your employees

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Realistic Schedule

Dafne Cholet https://www.flickr.com/photos/dafnecholet/5374200948

1. Have a realistic Schedule

Don’t under-estimate the effort

Implementing Change at least (see

John Kotter’s phase model): 1-2 years

Add time to acclimate to the new culture (further marketing the change): 1 year

Harvesting the new culture & benefits after rollout not earlier than: 3 years

Don’t accept management wish-thinking

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Assistance and Guidance

Lara Cores https://www.flickr.com/photos/57375589@N05/13056506394/

3. Offer at all levels your Assistance and Guidance

Help with Assistance and Guidance

Support the frontline actively with engagement, knowledge and technology in all improvement activities

Explain unmovable constraints

Remove impediments

Stop Wasting People’s Time

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Personal Vision – Shared Vision

4. Create Shared Visions by valuing Personal VisionsElvin https://www.flickr.com/photos/25228175@N08/6105804458/

Respect and value employee's Personal Vision

Personal Visions defines their identity, attitudes, behaviours, empathies, and resistances.

Create Shared Visions

Shared Visions build Collective Identity

Match Change’s objectives with the employee's Personal Visions

Identify 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/

5. Assure employees to trust and to be trusted

An Organisation has always to fulfil the Trust of employees

Because employees trust in them!

Involve all who have needs

Show improvement actions on all operational levels transparently

Align and engage change with the business

Motivate with giving confidence and responsibilities

Allow mistakes

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Transparency

Nina Matthews https://www.flickr.com/photos/21560098@N06/6722653055/sizes/l/

6. Be always transparent on all levels

Show Transparency as much as possible:

Deploy Early and Often

Show progress / results all-time

Communicate success, problems, and failures

Make all data highly available (whiteboard at a prominent place)

Involve at all levels employees in detailing high level change objectives to their needs

Establish feedback cycles and discussion forums

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Commitment

Prasanth Chandra https://www.flickr.com/photos/35092241@N03/6028269649/

7. Strive for Mutual Commitment

You get no Commitment from management top-down-orders only

It’s a 2-side coin: if you are not committed yourself, you get no commitment

Build 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. involved

Supports actively on all levels employees in finding objectives, implementing, and rollout change

Change Agents – promoting and multiplying the Change

Representatives of all management levels

Some of them should be part of the PEG

Agile Coach:

Systemic supervision by an Agile mind set

8. Establish active community to drive, support, and promote Change at the frontline

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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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Create Impact

Jekurantodistaja https://www.flickr.com/photos/91248320@N04/11161074753/

10. Create Impact at all levels

Spread across the organisation that your grass is greener – use the domino effect: “Let me join your team!”

Give employees room for feedback

Let employees experience improvement benefits personally – “Continuous Improvement Process”

Engage enthusiastically supportive employees

Reward 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/

11. Create Experimentation Culture

Roll out Iteratively

Prototype / Test all improvement ideas – even the smallest one – at the frontline

Keep test teams small (3ppl)

Test repeatedly and often

Constantly remove guesswork

Be metrics driven – define metrics by prototype’s usage / purpose

Make all data highly available

Allow failures – tests can fail!

Encourage employees’ engagement

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Energise Employees Emotionally

Plays-In-Business: “Agile Games Evening 2012” – Photos: Tobias Cieplik

12. 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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Challenge Employees

13. Challenge and Engage Employees

Get enthusiastic support and buy-in upfront

Assign neutral facilitator(s) to assure everyone will be heard

Use engaging collaboration formats and facilitation (Open Space, Barcamp, Fish-Bowl, World Café, Innovation Games, Agile Games, LEGO Serious Play)

Create Declarations of Understanding

Celebrate successes

Richard Parmiter https://www.flickr.com/photos/parmiter/2521273890

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Value Stream and Business Alignment

kafka4prez https://www.flickr.com/photos/kafka4prez/5551473459

14. Align Change Activities on Value Stream and Business

Value (of the change) is pertinence of usage the change brings to organisation / frontline

Identify waste using Games and Retrospectives (Innovation Games)

Assess projects and teams in terms of• …creating flow by eliminating

waste.• …needs / business value /

importance

Select “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/

15. Think Lean. Prototype. Deliver Value

Prototype early – Don’t over-enginieer

Ship directly usable artefacts time-boxed and incrementally

Establish reliable metrics and reporting cycles

Use, evaluate, and improve all shipped artefacts immediately:

“Build-Measure-Learn” (Lean-Startup-Cycle, Eric Ries)

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Lean Change Canvas

Pip https://www.flickr.com/photos/pip/4967680686/in/pool-productivity_kanban_gtd_lean/

Visualise teams the impact of their change activities (on whiteboards)

Monitor Progress with Lean Change Canvas Metrics:• Urgency: “What is urgency?” “From who’s

perspective?”

• Change Recipients: “Who is affected?” – “How many?”

• Vision: “What’s the goal intended?”

• Communication: “How will we communicate?”

• Success Criteria: “When will change stick?” – “What’s the definition of Done?”

• Target State: “Where do we want to go?”

• Required Investments (effort): “What should we prepare?” – “How much?”

• Benefits / Wins (not monetary only): “Who gains most?” – “How much?”

16. Visualise and Monitor Progress continuously

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Agile Rollout Policies

Mykl Roventine https://www.flickr.com/photos/myklroventine/7911487006/in/photostream

17. Think Agile. Establish Rollout Policies

Implement artefacts with daily feedback loops in core team (24hrs)

Release artefacts in directly usable increments in 2wks sprints

Define retrospective intervals per sprints

Define success criteria (“Definition of Done”)

Scrum

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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 everyone on the bandwagon

Permanent motivating, explaining, and convincing people puts pressure you and slows down the transformation

Provide Alternatives / Exit strategies to employees not willing to follow 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? – Interested in consultancy?

Drop me a note:info@plays-in-business.com

Or call me: +49-172-6915261 (mobil)

Twitter: @M_Tarnowski, @PlaysInBusinessFacebook: http://bit.ly/PiB-FBLinkedIn: http://bit.ly/MT-LinkdInXing: http://bit.ly/MT-XingSlideShare: http://bit.ly/MT-SShare

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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

consultancyISO 15504 Assessor

Industrial Sectors:Automotive, Finance, Logistics & Public Transport, Defence & Aerospace, Aviation & Air Traffic, Management

Plays-In-Business.com

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