6 Key Elements of Change model

6 Key Elements of Change model

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  Ashutosh Rai 6 KeyElements of Change Model for Agile Transformation Inspired by Mary Lippitt & Tim Konster
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  Change Model Inspiredby Mary Lippitt & Tim Konster Vision Consensus Incentive Resource Plan ChangeSkills Elements for Transformation Vision Orientation Skills Motivations Means Strategy
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  Change Model Inspiredby Mary Lippitt & Tim Konster Vision Consensus Incentive Resource Plan ChangeSkills Its not about how to get these elements but, what if any of these elements are missing? Vision Consensus Incentive Resource Plan ConfusionSkills Vision Consensus Incentive Resource Plan InterruptionSkills Vision Consensus Incentive Resource Plan ConcernsSkills Vision Consensus Incentive Resource Plan ResistanceSkills Vision Consensus Incentive Resource Plan FrustrationSkills Vision Consensus Incentive Resource Plan TreadmillSkills
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  Change Model Inspiredby Mary Lippitt & Tim Konster Vision Consensus Incentive Resource Plan ChangeSkills • This model is a very generic model for any technical or non technical change. • Lets see how this will impact an agile transformation.
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  Change Model Inspiredby Mary Lippitt & Tim Konster Lack of Vision “Confusion” Vision Consensus Incentive Resource Plan ConfusionSkills  Leadership and engineering generally have very different vision for Agile Transformation  Individuals at all level in organisation have a different vision for Agile Transformation.  Business and engineering wants exactly opposite outcomes from the Agile Transformation  Different people in same organisation work towards different directions What is mean by Agile? Different people answer it differently. Redesign business to be more quick Redesign Technical team to be more responsive Do what we were doing before in shorter iterations Implementing Scrum organisation wide.
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  Change Model Inspiredby Mary Lippitt & Tim Konster Management Consequences Pushing a change without having a clear vision lead to the perception that “Leadership does not know what they are doing and how will it help” Lack of Vision “Confusion” Vision Consensus Incentive Resource Plan ConfusionSkills  Why do we need to change?  What is the expected outcome from this transformation  Do Agile really works for organisation like ours.  How will it impact me?
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  Change Model Inspiredby Mary Lippitt & Tim Konster Lack of Vision “Confusion” Vision Consensus Incentive Resource Plan ConfusionSkills What is a Vision? A clear and complete picture of the expected outcome  What do we mean by Agile (For our organisation)?  What do we need to transform?  What benefits are we expects from this transformation  How will this transformation effect any individual specifically. Certain areas organisation should be very clear before agile transformation.
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  Change Model Inspiredby Mary Lippitt & Tim Konster Missing Consensus results “Interruptions” Vision Consensus Incentive Resource Plan InterruptionSkills What will it result?  Scrum-But  Mini Waterfalling  No energy to overcome minor obstacles  Resistance from different people for different reasons Management Consequences Pushing a change without Consensus lead to perception that “Leadership does not care about us”
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  Change Model Inspiredby Mary Lippitt & Tim Konster Missing Consensus results “Interruptions” Vision Consensus Incentive Resource Plan InterruptionSkills How can we Attain Consensus?  Clearly defining vision is essential  Building Consensus is an leadership activity and not a management activity.  Building Consensus required a lot of internal communication  Every one to be heard and understand  The consensus process may impact the original vision.
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  Change Model Inspiredby Mary Lippitt & Tim Konster Missing Skills results “Concerns” What will it result?  You cant force someone to do something he/she is not capable of.  Trying to compel people of doing something they do not have skills de motivate them and create concerns. Management Consequences Pushing a change without having required Skills lead to perception that “Leadership is unreasonable” Vision Consensus Incentive Resource Plan ConcernsSkills
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  Change Model Inspiredby Mary Lippitt & Tim Konster Missing Skills results “Concerns” Vision Consensus Incentive Resource Plan ConcernsSkills How can we develop Skills?  Formal required trainings  Understanding of required skills  Helping people to understand the advantage of developing skills  Mentoring people  Coaching people
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  Change Model Inspiredby Mary Lippitt & Tim Konster Lack of Incentives results “Resistance” What will it result?  People resist making change that is not of their interest.  Change require justification  Management Consequences Pushing a change without Incentive created the perception that “Leadership is taking advantage of us” Vision Consensus Incentive Resource Plan ResistanceSkills
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  Change Model Inspiredby Mary Lippitt & Tim Konster Incentive is very broad concept  Incentive do not have to be money always  Incentive do not have to be tangible  How change will help to grow each individual.  This is a discussion with each individual Lack of Incentives results “Resistance” Vision Consensus Incentive Resource Plan ResistanceSkills
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  Change Model Inspiredby Mary Lippitt & Tim Konster Lack of Resources results “Frustration” What will it result?  Team may want to implement the change but without necessary resources they feel they are being prevented from making the change Management Consequences Pushing a change without providing required Resources created the perception that “Leadership does not really mean it” Vision Consensus Incentive Resource Plan FrustrationSkills
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  Change Model Inspiredby Mary Lippitt & Tim Konster Important Resource types  Access of requires trainings  Providing requires Coaching  Required licences of different tools  Adequate access for transformation material Lack of Resources results “Frustration” Vision Consensus Incentive Resource Plan FrustrationSkills
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  Change Model Inspiredby Mary Lippitt & Tim Konster Lack of Action Plan results “Treadmill” What will it result?  If people are not aware what to do they will just do whatever they will fill required. Management Consequences Pushing a change without an Action Plan created an perception that “Leadership is not committed to change” Vision Consensus Incentive Resource Plan TreadmillSkills
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  Change Model Inspiredby Mary Lippitt & Tim Konster Important aspect of Action Plan  Who, What, When, Where, Why and How?  Overcommunication of action plan is essencial. Lack of Action Plan results “Treadmill” Vision Consensus Incentive Resource Plan TreadmillSkills
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  Change Model Inspiredby Mary Lippitt & Tim Konster Vision Consensus Incentive Resource Plan ChangeSkills Summary Vision Consensus Incentive Resource Plan ConfusionSkills Vision Consensus Incentive Resource Plan InterruptionSkills Vision Consensus Incentive Resource Plan ConcernsSkills Vision Consensus Incentive Resource Plan ResistanceSkills Vision Consensus Incentive Resource Plan FrustrationSkills Vision Consensus Incentive Resource Plan TreadmillSkills