David Rico, profile picture
Uploaded byDavid Rico
676 views

Lean & Agile Organizational Change

Dr. David F. Rico discusses innovative models for implementing process improvement, emphasizing the need for organizational change in response to global competition and technological advancements. He highlights the challenges faced by organizations, such as inefficiencies and change failures, and presents agile and lean methodologies as effective frameworks for managing change and maximizing business value. The document is rich in references to various studies and models that illustrate the dynamics of organizational change and the importance of agility in today’s fast-paced environment.

Technology◦
Related topics:
Process Improvement•

Embed presentation

Downloaded 61 times
Innovative Models to Successfully Implement Process Improvement Dr. David F. Rico, PMP, CSEP, FCP, FCT, ACP, CSM, SAFE, DEVOPS Twitter: @dr_david_f_rico Website: http://www.davidfrico.com LinkedIn: http://www.linkedin.com/in/davidfrico Agile Capabilities: http://davidfrico.com/rico-capability-agile.pdf Agile Cost of Quality: http://www.davidfrico.com/agile-vs-trad-coq.pdf DevOps Return on Investment (ROI): http://davidfrico.com/rico-devops-roi.pdf Dave’s NEW Leadership Video: http://www.youtube.com/watch?v=70LRzOk9VGY Dave’s NEW Business Agility Video: http://www.youtube.com/watch?v=hTvtsAkL8xU Dave’s NEWER Scaled Agile Framework SAFe 4.5 Video: http://youtu.be/1TAuCRq5a34 Dave’s NEWEST Development Operations Security Video: http://youtu.be/X22kJAvx44A DoD Fighter Jets versus Amazon Web Services: http://davidfrico.com/dod-agile-principles.pdf Lean & Agile Organizational Change
AUTHOR Background  Gov’t contractor with 35+ years of IT experience  B.S. Comp. Sci., M.S. Soft. Eng., & D.M. Info. Sys.  Large gov’t projects in U.S., Far/Mid-East, & Europe 2   Career systems & software engineering methodologist  Lean-Agile, Six Sigma, CMMI, ISO 9001, DoD 5000  NASA, USAF, Navy, Army, DISA, & DARPA projects  Published seven books & numerous journal articles  Intn’l keynote speaker, 207+ talks to 19,900 people  Specializes in metrics, models, & cost engineering  Cloud Computing, SOA, Web Services, FOSS, etc.  Professor at 7 Washington, DC-area universities
Org. Change — CHARLES DARWIN 3
4 Overruns Attrition Escalation Runaways Cancellation Global Competition Demanding Customers Organization Downsizing System Complexity Technology Change Vague Requirements Work Life Imbalance Inefficiency High O&M Lower DoQ Vulnerable N-M Breach Reduced IT Budgets 81 Month Cycle Times Redundant Data Centers Lack of Interoperability Poor IT Security Overburdening Legacy Systems Obsolete Technology & Skills Pine, B. J. (1993). Mass customization: The new frontier in business competition. Boston, MA: Harvard Business School Press. Pontius, R. W. (2012). Acquisition of IT: Improving efficiency and effectiveness in IT acquisition in the DoD. Second Annual AFEI/NDIA Conference on Agile in DoD, Springfield, VA, USA. Org. Change — CHALLENGES
 Most of world’s population connected to Internet  Systems must support billions of simultaneous users  New approaches are needed to scale to global market 5Kemp, S. (2016). Digital in 2016: We are social's compendium of global digital, social, and mobile data, trends, and statistics. New York, NY: We Are Social, Inc.  Org. Change — MARKET CHALLENGES
6 IoT is an Extinction Level Event • 25-50B Devices on IOT • 5-10B Internet Hosts • 4-8B Mobile Phones • 2-3B End User Sys • Mass Business Failure Org. Change — GLOBAL CHALLENGES
7 Org. Change — ADOPTION CURVES SATIR MODELKUBLER-ROSS MODEL ROGERS MODEL MOORE MODEL
8 Org. Change — NEWTON’S 3RD LAW THE SATIR CURVE 71% 56% SERVICES 71% MANUFACTURING Exponential Technology Change Exponential Market Destabilization Exponential Business Failures (1990s) Exponential Business Failures (2000s) Singularity
9  Change Failures. In 2002, Dr. Martin Smith analyzed 50 major studies involving 43,000 respondents to determine the average success rates of organizational change initiatives (Smith, 2002). He identified 10 major types and kinds of change initiatives ranging from 19% (culture change) to 58% (strategy). Reorganizations were reported to be successful to some degree 46% of the time (but the degree of success was not quantified). His goal was to substantiate claims by leading change consultants that 70% of change initiatives fail on average. He reported an average change failure rate of 67%.  Reorganization Effects. In 2012, Bryan Klopack and John Powers of the Government Business Council and Deloitte analyzed the effects of public sector reorganizations by interviewing 244 civilian leaders (Klopack & Powers, 2012). 92% reorganized once per year and 45% had reorganized four times. 76% suffered from poor communications, 56% from inattentiveness, 49% from lack of skills, and 46% from confusion. 51% were currently reorganizing due to downsizing. Outcomes included 74% lower morale, 65% mission distraction, 51% greater retirement, and 48% higher turnover.  Change Success. In 2008, Scott Keller and Carolyn Aiken of McKinsey compared conventional and unconventional change management techniques on performance outcomes (Keller & Aiken, 2008). Change initiatives were more successful if employees and workers were allowed to select and manage the changes, leaders deployed a portfolio of top-down and bottom-up change initiatives, intangible and tangible rewards were used, social justice and fairness existed, etc. Change success as measured by profitability doubled from 7% to 15% when unconventional thinking was applied, such as employee selected and led change initiatives.  Global Results. In 2009, Right Management performed a survey of change management among of 28,810 employees in 10 industry sectors from 15 countries (Haid et al., 2009). Employees who were engaged in changes reported 50% better productivity, 33% more profitability, 29% higher revenues, 56% more customer loyalty, and 44% higher retention rates. However, an 66% of global employees said they were not engaged in their change initiatives. When leaders prepared and empowered employees to change, initiatives were two times more successful. Smith, M. E. (2002). Success rates for different types of organizational change. Performance Improvement, 41(1), 26-33. Klopack, B. & Powers, J. (2012). Tidying up: What reorganization can do for federal agencies. Washington, DC: Government Executive Media Group. Keller, S. & Aiken, C. (2008). The inconvenient truth about change management: Why it isn't working and what to do about it. New York, NY: McKinsey & Co. Haid et al. (2009). Ready, get set, change: The impact of change on workforce productivity and engagement. Philadelphia, PA: Right Management. ORGANIZATIONAL CHANGE Studies
What is AGILITY?  A-gil-i-ty (ә-'ji-lә-tē) Property consisting of quickness, lightness, and ease of movement; To be very nimble  The ability to create and respond to change in order to profit in a turbulent global business environment  The ability to quickly reprioritize use of resources when requirements, technology, and knowledge shift  A very fast response to sudden market changes and emerging threats by intensive customer interaction  Use of evolutionary, incremental, and iterative delivery to converge on an optimal customer solution  Maximizing BUSINESS VALUE with right sized, just- enough, and just-in-time processes and documentation Highsmith, J. A. (2002). Agile software development ecosystems. Boston, MA: Addison-Wesley. 10  
WORKING PRODUCTS VS COMPREHENSIVE DOCUMENTATION RESPONDING TO CHANGE VS FOLLOWING A PLAN CUSTOMER COLLABORATION VS CONTRACT NEGOTIATION INDIVIDUALS & INTERACTIONS VS PROCESSES AND TOOLS 11  People-centric way to create innovative solutions  Product-centric alternative to documents/process  Market-centric model to maximize business value Agile Manifesto. (2001). Manifesto for agile software development. Retrieved September 3, 2008, from http://www.agilemanifesto.org  What are AGILE VALUES?
4. PRODUCT & SERVICE AGILITY Rico, D. F. (2016). Agile businesses: A metamodel of lean and agile organizational strategies. Retrieved March 1, 2016, from http://davidfrico.com  Early models based on strategies & operations  Evolved into an experimental sense & response  Products, organization, & facilities important too 12  Fewer, Smaller, & Inexpensive 6. IT INFRASTRUCTURE AGILITY Public Internet Services Based 1. STRATEGIC AGILITY Experimental Sense & Respond 7. ORGANIZATION DESIGN AGILITY Flat, Networked, & Holocratic 5. TECHNOLOGY AGILITY Software-Based Microservices 8. CAPITAL INFRASTRUCTURE AGILITY On-Demand Teleworkers 3. PROCESS AGILITY Lean, Agile, & Continuous BUSINESS AGILITY 2. CULTURAL AGILITY Collaborative & Empowered Examples of AGILE BEHAVIORS?
What is LEAN? 13    Lean (lēn): Property consisting of being thinness, slimness, and skinniness; To be extremely slender  A customer-driven product development process that delivers the maximum amount of business value  An economical way of planning and managing the development of complex new products and services  A product development process that is free of excess waste, capacity, and non-value adding activities  Just-enough, just-in-time, and right-sized product development processes, documentation, and tools  A product development approach that is ADAPTABLE TO CHANGE in customer needs and market conditions Womack, J. P., & Jones, D. T. (1996). Lean thinking: Banish waste and create wealth in your corporation. New York, NY: Free Press.
14  Time-centric way to compete on speed & time  Customer-centric model to optimize cost & quality  Pull-centric alternative to wasteful mass production Leffingwell, D. (2017). The SAFe house of lean. Retrieved February 19, 2018, from http://www.scaledagileframework.com  What are LEAN VALUES? Respectfor People&Culture Flow Innovation Relentless Improvement Value Leadership
15  Numerous models of lean organizational behaviors  Many of them stem from Womack’s 5 Lean principles  Include value, people, flow, value, & esp. LEADERSHIP VALUE Respect Flow Innovation Improve Leadership Sustainable Lead Time Quality Bus. Value Morale Safety Delight Employees Int Customer Ext Customer Ease Burden Trust Do First Change last Optimize Continuous Quality Variability No Delays Measure Feedback Produce Validate Go & See Create Time Create Space Intangibles Pivot Fast Readiness Holism Verify Respond Analyze Reflect Take Action Lean Thought Integrated Example Expectations Empower Collaborate Serve Leffingwell, D. (2017). The SAFe house of lean. Retrieved February 19, 2018, from http://www.scaledagileframework.com Examples of LEAN BEHAVIORS?
Lean & Agile GOLDILOCKS Zone 16  Traditional project management is scope-based  Agile project management is primarily time-based  Batchsize, capacity, & time key to market response Rico, D. F. (2017). Lean triangle: Triple constraints. Retrieved December 17, 2017, from http://davidfrico.com/lean-triangle.pdf Sylvester, T. (2013). Waterfall, agile, and the triple constraint. Retrieved December 16, 2017, from http://tom-sylvester.com/lean-agile/waterfall-agile-the-triple-constraint Pound, E. S., Bell, J. H., Spearman, M. L. (2014). Factory physics: How leaders improve performance in a post-lean six sigma world. New York, NY: McGraw-Hill Education. WATERFALL LEANAGILE Scope Cost Time CostTime Scope Batchsize Capacity Time Scope Drives Resources Batchsize Drives Lead/Cycle Time Time Drives Scope RESOURCE PERFORMANCE BUSINESS VALUE MARKET RESPONSE CONSTRAINTS ESTIMATES
Agile WORLD VIEW  “Agility” has many dimensions other than IT  It ranges from leadership to technological agility  Today’s focus is on organizational & enterprise agility   Agile Leaders Agile Organization Change Agile Acquisition & Contracting Agile Strategic Planning Agile Capability Analysis Agile Program Management Agile Tech. Agile Information Systems Agile Tools Agile Processes & Practices Agile Systems Development Agile Project Management 17 
18  Numerous models of lean & agile methods  Based on principles of flexible manufacturing  Include team, project, & enterprise management SCRUM - 1993 - XP - 1998 - KANBAN - 2010 - APM - 2011 - LEAN-ENTERPRISE - 2015 -  Product Backlog  Sprint Planning  Sprint Backlog  2-4 Week Sprint  Daily Scrum  Sprint Review  Shippable Prod.  Retrospective  Metaphor  User Stories  Arch/Story Spike  Release Plans  2 Week Iteration  Test Driven Dev.  Continuous Int.  Small Releases  Visualize  Limit WIP  Manage Flow  Use Policies  Quality Focus  Lead Times  Improvement  Reduce Variation  Vision  Roadmap  Release Plan  Sprint Plan  2-4 Week Sprint  Daily Scrum  Sprint Review  Retrospective  Measure Risks  Marketing  Alignment  Value  Experiments  Lean Design  Flow Principles  Improvement  Models of LEAN & AGILE METHODS Schwaber, K., & Beedle, M. (2001). Agile software development with scrum. Upper Saddle River, NJ: Prentice-Hall. Beck, K. (2000). Extreme programming explained: Embrace change. Reading, MA: Addison-Wesley. Anderson, D. J. (2010). Kanban: Successful evolutionary change for your technology business. Sequim, WA: Blue Hole Press. Layton, M. C., & Maurer, R. (2011). Agile project management for dummies. Hoboken, NJ: Wiley Publishing. Humble, J., Molesky, J., & O'Reilly, B. (2015). Lean enterprise: How high performance organizations innovate at scale. Sebastopol, CA: O'Reilly Media.
What is ORGANIZATIONAL CHANGE?  Change (chānj) To cause to be different, have a new form, and replace; To switch, change methods or sides  A framework for managing the effect of new business processes, changes in organizational structure or culture  An enterprise going through a transformation, change, alteration, reorganization, restructuring, or turnaround  Act of formally reviewing and modifying management strategies, tactics, structures, and business processes  A process in which an organization changes its working methods or aims to deal with new situations or markets  Maximizing BUSINESS VALUE with deep organizational change in order to maintain a competitive advantage http://searchcio.techtarget.com/definition/organizational-change-management-OCM http://www.businessdictionary.com/definition/organization-change.html http://smallbusiness.chron.com/meaning-organizational-change-35131.html http://dictionary.cambridge.org/us/dictionary/english/organizational-change 19  
20  1939 Shewhart Shewhart Model 1 Specification, Production, Inspection  1947 Lewin 3-Step Model Unfreeze, Change, Refreeze  1950 Shewhart Shewhart Model 2 Design, Make, Market, Test  1951 Lewin Force Field Driving Forces, Present or Desired State, Restraining Forces  1958 Lippitt 5-Stage Model Develop Need, Initiate, Implement, Stabilize, Terminate  1958 Lippitt 7-Stage Model Need, Relationship, Clarify, Alternatives, Transformation, Stabilization, Terminate  1962 Rogers Diffusion Model Innovators, Early Adopters, Early Majority  1969 Kubler 5-Step Model Denial, Anger, Bargaining, Depression, Acceptance  1973 Havelock 6-Step Model Relationship, Diagnosis, Resources, Pathway, Establish, Maintenance  1977 Beckhard 3-Step Model Present-State, Transition-State, Future-State  1979 Crosby Maturity Grid Uncertainty, Awakening, Enlightenment, Wisdom, Certainty  1983 Rogers 5-Step Model Knowledge, Persuasion, Decision, Implementation, Confirmation  1985 Kanter 10-Step Model Analyze, Vision, Separate, Urgency, Support, Align, Plan, Structures, Communicate, Reinforce  1986 Shewhart PDCA Model Plan, Do, Check, Act  1986 Deming PDSA Model Plan, Do, Study, Act  1986 Smith DMAIC Model Define, Measure, Analyze, Improve, Control  1986 Tichy 3-Step Model Awakening, Mobilizing, Reinforcing  1987 Beckhard 4-Step Model Sources, Forces, Readiness, Capability  1988 Egan 3-Step Model Diagnosis, Future Vision, Strategy  1989 Nadler 3-Step Model Energizing, Envisioning, Enabling  1990 Senge Fifth Discipline Mastery, Mental Models, Shared Vision, Team Learning, Systems Thinking  1991 Satir Satir Model Status Quo, Change, Resistance, Chaos, Transform, Learning, New Status Quo  1991 Moore Chasm Model Innovators, Chasm Early Adopters, Early Majority, Late Majority, Laggards  1995 Paulk Maturity Model Initial, Managed, Defined, Quantitatively Managed, Optimizing  1995 Kotter 8-Step Model Urgency, Coalition, Vision, Comm., Empower, Wins, Consolidate, Institute  1996 McFeeley IDEAL Model Initiating, Diagnosing, Establishing, Acting, Learning  1996 Maurer Resistance Model Maintain Clear Focus, Embrace Resistance, Respect Resisters, Relax, Join Resistance  2003 Luecke 7-Step Model Need, Vision, Leadership, Policy, Results, Initiate, Monitor  2005 DeFeo DMADV Model Define, Measure, Analyze, Design, Verify  2007 Peters 7-S Model Strategy, Structure, Systems, Shared Values, Style, Staff, Skills  2008 Patterson Influencer Model Desirability, Surpass Limits, Pressure, Strength in Numbers, Incentives, Environment  2009 Pink Drive Model Purpose, Autonomy, Mastery  2010 Heath Switch Model Direct the Rider, Motivate the Elephant, Shape the Path ORGANIZATIONAL CHANGE Timeline
 Top down big bang change is most often tried  Punctuated equilibrium is most well known form  Project champions and coaching are very effective 21  Holman, P., Devane, T., & Cady, S. (2007). The change handbook: The definitive resource on today’s best methods for emerging whole systems. Berrett-Koehler. Organization Change Methods Punctuated Equilibrium Personal Influence Business Case Executive Coaching Executive Commitment Adequate Resources Top Down Change Model Driven Change Manager Involvement Employee Involvement Training & Education Evolutionary Change Project Champion Coaching & Mentoring Just Do It One time radical organizational change often motivated by a severe crisis, i.e., crisis is a catalyst for change Informal appeal for authority to change based on personal trust or relationships, i.e., elevator speech Compelling qualitative and quantitative business value analysis, i.e., return on investment analysis Formal or informal mentoring or tutoring of organizational executives and senior leaders A personal endorsement for change from an organizational executive or senior leader Formal allocation of resources to execute a large organizational change initiative One time organization change initiative based on a formal strategic plan, i.e., big bang organization change Isolated change initiatives based on step by step frameworks, i.e., PDCA, DMAIC, DMADV, etc. Psychological involvement and commitment of middle managers to avoid bureaucratic obfuscation Psychological involvement and commitment of lower level workforce to avoid operational resistance Formal classroom instruction and education to impart the skills necessary for successful change Implementation of numerous smaller scale changes to prevent long term psychological resistance and chaos Formal appointment of an individual to take personal responsibility for success of change, i.e., heavyweight PM Formal or informal mentoring or tutoring of employees or team members to help them overcome hidden obstacles Assuming personal responsibility for change with or without formal authorization, i.e., forgiveness vs. permission TRADITIONAL Frameworks
Patterson, K., et al. (2008). Influencer: The power to change anything: New York, NY: McGraw-Hill. Pink, D. H. (2009). Drive: The surprising truth about what motivates us. New York, NY: Riverhead Books. Heath, C., & Heath, D. (2010). Switch: How to change things when change is hard. New York, NY: Random House. Pink, D. H. (2012). To sell is human: The surprising truth about moving others. New York, NY: Riverhead Books. Heath, C., & Heath, D. (2013). Decisive: How to make better choices in life and work. New York, NY: Random House.  Change, no matter how small or large, is difficult  Smaller focused changes help to cross the chasm  Validating, simplifying, & incrementalism are keys 22  INFLUENCER  Create new experiences  Create new motives  Perfect complex skills  Build emotional skills  Recruit public figures  Recruit influential leaders  Utilize teamwork  Power of social capital  Use incentives wisely  Use punishment sparingly  Make it easy  Make it unavoidable MAKE IT DESIRABLE SURPASS YOUR LIMITS USE PEER PRESSURE STRENGTH IN NUMBERS DESIGN REWARDS CHANGE ENVIRONMENT DRIVE PURPOSE AUTONOMY MASTERY  Purpose-profit equality  Business& societal benefit  Share control of profits  Delegate implementation  Culture & goal alignment  Remake society-globe  Accountable to someone  Self-select work tasks  Self-directed work tasks  Self-selected timelines  Self-selected teams  Self-selected implement.  Experiment & innovate  Align tasks to abilities  Continuously improve  Learning over profits  Create challenging tasks  Set high expectations A-B-C  Reduce Your Power  Take Their Perspective  Use Strategic Mimicry  Use Interrogative Self-Talk  Opt. Positivity Ratios  Offer Explanatory Style  Find the Right Problem  Find Your Frames  Find an Easy Path ATTUNEMENT BUOYANCY CLARITY SWITCH  Follow the bright spots  Script the critical moves  Point to the destination  Find the feeling  Shrink the change  Grow your people  Tweak the environment  Build habits  Rally the herd DIRECT THE RIDER MOTIVATE ELEPHANT SHAPE PATH DECISIVE COMMON ERRORS  Narrow framing  Confirmation bias  Short term emotion  Over confidence WIDEN OPTIONS  Avoid a narrow frame  Multi-track  Find out who solved it TEST ASSUMPTIONS  Consider the opposite  Zoom out & zoom in  Ooch ATTAIN DISTANCE  Overcome emotion  Gather & shift perspective  Self-directed work tasks PREPARE TO BE WRONG  Bookend the future  Set a tripwire  Trust the process EMERGING Frameworks
Make It Desirable  Remove Pain – Get Rid of Unpleasant Work  Make it Pleasurable – Make it Fun to Do  Create New Experiences – Provide Change of Pace  Use Motives – Present of Variety of Challenges  Provide Choices – Let People Self-Select Tasks Surpass Your Limits  Will thru Skill – Train People in New Skills  Prowess thru Practice – Use Simple Exercises First  Complex Skills – Scaleup to More Complex Problems  Emotional Skills – Teach Soft, People, & Social Skills  Brain Skills – Encourage Intellectual Development Harness Peer Pressure  Power of One – One Person Makes a Big Difference  Right One – It Matters Who the Change Leader Is  Social Support – Form Small Teams to Get Going  Critical Mass – Get Organization to Tipping Point  Everyone – Everyone Will Eventually Join In  Created by Kerry Patterson et al. in 2008  Model for change based on top-down leadership  Motivation, commitment, & critical mass are keys 23  INFLUENCER Framework Strength in Numbers  Social Capital – Relationships are Important  The Willing – Start with Enthusiastic People  Participation – Don't Try to Tackle it Alone  Courage to Try – Change Won't Happen by Itself  Small Band – Small Teams Make a Big Difference Carrot & Sticks  Be Wise – Use Incentives Appropriately  Vital Behaviors – Identify Critical Changes  Valid Outcomes – Reward Positive Results  Discourage – Don't Reward Old Behaviors  Inclusiveness – Don't Divide & Conquer Leverage Environment  Notice – Don't Ignore Environment  Visibility – Provide Transparency into Process  Measure – Can't Manage What You Don't Measure  Simplify – Change Environment to Make it Easy  Unavoidable – Remove Ability to Avoid Change Patterson, K., et al. (2008). Influencer: The power to change anything: New York, NY: McGraw-Hill.
Purpose  Pur pose – Emphasize Purpose Over Profits  Goal – Obtain Goals from Bottom Up  Power – Allocate Profits for Greater Good  Policy – Allow People to Select Solution Path  Culture – Reinforce Culture of Purpose vs. Profit  Rejuvenation – Focus on Remaking Society & World Autonomy Mastery  Accountable – Ensure People Accountable for Goals  Control – Allow People to Govern & Manage Themselves  Task – Allow People to Self Identify & Select Tasks  Time – Allow People to Prioritize Their Time & Tasks  Team – Allow People to Form Their Own Teams & Groups  Techniques – Allow People to Select Methods & Tools  Inquir y – Allow People to Inquire & Be Creative  Flow – Allow People to Choose the Work They Want  Mindset – Allow People Choose a Roadmap to Improve  Lear ning – Allow People to Learn & Grow As Needed  Challenge – Allow People to Try Complex New Challenges  Asymptotic – Allow People Latitude for Margin of Error  Created by Dan Pink in 2009  Model for bottom-up egalitarianism  Meaning, empowerment, & self-direction are keys 24  DRIVE Framework Pink, D. H. (2009). Drive: The surprising truth about what motivates us. New York, NY: Riverhead Books.
 Created by Chip & Dan Heath in 2010  Incremental model for large bottom-up change  Observation, incrementalism, & minimalism are key 25  SWITCH Framework Direct Rider  Follow Bright Spots – Investigate & Clone What Works  Script Critical Moves – Formulate Vision & Behaviors  Point Our Destination – Establish High Stretch Goals Motivate Elephant  Find Feeling – Appeal to Right-Brained Majority  Shrink Change – Break Change Into Small Chunks  Grow People – Instill Sense of Extraordinariness Shape Path  Tweak Environment – Reduce Complexity & Simplify  Build Habits – Create Simple Recipes & Process Steps  Rally Herd – Get Everyone Involved & Scale Up & Out Heath, C., & Heath, D. (2010). Switch: How to change things when change is hard. New York, NY: Random House.
 Created by Dan Pink in 2012  Model of inside-out change management  Empathy, motivation, & manageable scope are keys 26  A-B-C Framework Attune to Others  Reduce Power – Increase Your Power by Reducing It  Change Perspective – Use Your Head as well as Heart  Chameleon Effect – Mimic Behavior of Other People Buoyant Optimism  Interrogative Talk – Critically Analyze the Situation  Optimize Positivity – Maintain a 3:1 Positivity Ratio  Self Reinforcement – Frequently Reassure Yourself Clarify Solution  Right Problem – Invest in Finding the Right Problems  Find Frames – Contrast With Alternatives for Clarity  Find Easy Path – Provide Easy Method to Your Solution Pink, D. H. (2012). To sell is human: The surprising truth about moving others. New York, NY: Riverhead Books.
 Created by Chip & Dan Heath in 2013  Model for selecting valid change initiatives  Tradeoffs, independence, & measurement are keys 27  WRAP Framework Widen Choices  Avoid Narrow Frame – Use Quantitative Decision-Making  Multi-Track – Evaluate Multiple Comparable Options  Someone Else – Conduct External Benchmarking Studies Reality Test  Consider Opposite – Assume Primary Option is Wrong  Zoom In & Out – Perform Analysis Both Inside & Out  Beta Test – Incrementally Rollout Solution Attain Distance  Overcome Emotion – Detach Self from Decision-Making  Shift Perspectives – Appoint Small Independent Panels  Establish Priorities – Establish Quantitative Criteria Prepare to Change  Bookend Future – Identify Range of Good Alternatives  Set Tripwire – Establish Decision-Making Constraints  Trust Process – Honor Decision-Making Outcomes Heath, C., & Heath, D. (2013). Decisive: How to make better choices in life and work. New York, NY: Random House.
28  EPIC Framework Elevation  Boost Sensory Appeal – Create highly-unique experiences  Raise the Stakes – Recreate monumental societal events  Break the Script – Provide highly-personalized services Pride  Recognition – Reward people for unique accomplishments  Multiply Milestones – Create incremental stretch goals  Practice Courage – Show people how to be courageous Insight  Clear Insight – Provide simple illustrations  Compress Time – Illustrate long-term effects and outcomes  Self Discovery – Enable people to learn from experience Connection  Shared Struggle – Group or team problem solving  Synchronized Moment – Enable people to learn together  Individual Interactions – Encourage empathy and support Heath, C., & Heath, D. (2017). Power of moments: Why certain experiences have extraordinary impact. New York, NY: Simon & Schuster.  Created by Chip & Dan Heath in 2017  Model for creating positive change experiences  Special, rewards, epiphany, & interpersonal interaction
Build Safety  Listen – Overcommunicate active listening  Thankful – Overdo saying thank you often  Collaboration – Create safe collision rich spaces  Experience – Select people with the right experience  Equality – Make sure everyone has a voice  Recognition – Capitalize on special moments and milestones Share Vulnerable Moments Establish Purpose  Communicate – Overcommunicate vision, goal, and objective  Humble – Resist temptation to reflexively add value  Reviews – Frequent continuous improvement retrospectives  Balance – Balance candor versus brutal honesty  Walk the Talk – Align language with action  Empower – Make the leader occasionally disappear  Priorities – Establish and rank clear priorities  Emphasize – Reiterate the highest priorities often  Impact – Identify and pursue creativity versus proficiency  Measure – Measure early and often what really matters  Reinforce – Use artifacts and other reinforcing symbols  Behaviors – Focus on stretch goals and innovative behaviors  Created by Dan Coyle in 2018  Model to create environment for change  Group safety, vulnerability, & purpose are keys 29  CULTURE CODE Framework Coyle, D. (2018). Culture code: The secrets of highly successful groups. New York, NY: Bantam Books.
30 CORE Change Principles Kim, G., Debois, P., Willis, J., & Humble, J. The devops handbook: How to create world-class agility, reliability, and security in technology organizations. Portland, OR: IT Revolution Press.  Find Innovators and Early Adopters – In the beginning, we focus our efforts on teams who actually want to help—these are our kindred spirits and fellow travelers who are the first to volunteer to start the change journey. In the ideal, these are also people who are respected and have a high degree of influence over the rest of the organization, giving our initiative more credibility  Build Critical Mass and Silent Majority – In the next phase, we seek to expand the change to more teams and value streams with the goal of creating a stable base of support. By working with teams who are receptive to our ideas, even if they are not the most visible or influential groups, we expand our coalition who are generating more successes, creating a "bandwagon effect" that further increases our influence. We specifically bypass dangerous political battles that could jeopardize our initiative  Identify the Holdouts – The "holdouts" are the high profile, influential detractors who are most likely to resist (and maybe even sabotage) our efforts. In general, we tackle this group only after we have achieved a silent majority, when we have established enough successes to protect our change initiative
31  Late big bang integration increases WIP backlog  Agile testing early and often reduces WIP backlog  CI/CD/DevOps lower WIP, Cycle Time, & Lead Time Nightingale, C. (2015). Seven lean metrics to improve flow. Franklin, TN: LeanKit.  KANBAN BOARD CUMULATIVE FLOW DIAGRAM LEAD TIME & CYCLE TIME PUTTING IT ALL TOGETHER Lean & Agile Measures
Sidky, A. (2008). Becoming agile in an imperfect world. Washington, DC: Agile Project Leadership Network (APLN).  Enable us to cross-the-chasm sooner or earlier  Reduce chaos associated with large-scale change  Reduce or divide the risk of change into small pieces 32 Lean & Agile Org. Change Success
Objective Experiments Vision-Strategy Time Based Change-Adapt Customer Focus Relationships Leadership Talent Purpose Collaborative Communication Empowerment Improvement Continuous Iterative Operational Lightweight Disciplined Improving Automation Fewer Smaller Modular Flexible Reconfigurable Inexpensive Throwaway Software Open Source Microservices Commercial Reusable Cloud Computing Mobile Intranet Internet Text Email Cellphone Video Workflow Narrow Flatter Networked Organic Self Organizing Cross Functional Light Governance Virtual Telepresence Outsourced Offshoring Global Leased Commercial 1 2 3 4 5 6 7 1. STRATEGIC AGILITY8. CAPITAL INFRASTRUCTURE AGILITY 2. CULTURAL AGILITY 3. PROCESS AGILITY 4. PRODUCT & SERVICE AGILITY5. TECHNOLOGY AGILITY 6. IT INFRA- STRUCTURE AGILITY 7. ORGANIZATION DESIGN AGILITY Rico, D. F. (2016). Agile businesses: A metamodel of lean and agile organizational strategies. Retrieved March 1, 2016, from http://davidfrico.com 33 Lean & Agile Organization Change
34Kim, G., Debois, P., Willis, J., & Humble, J. The devops handbook: How to create world-class agility, reliability, and security in technology organizations. Portland, OR: IT Revolution Press.       Everything begins with lean & agile principles  Next step is smaller portfolio & simpler designs  Final step is modular interfaces & E2E automation     Lean & Agile Success Factors
Hoque, F., et al. (2007). Business technology convergence. The role of business technology convergence in innovation and adaptability and its effect on financial performance. Stamford, CT: BTM Corporation. 35  Study of 15 agile vs. non-agile Fortune 500 firms  Based on models to measure organizational agility  Agile firms out perform non agile firms by up to 36% Fin. Benefits to ENTERPRISE AGILITY
Suhy, S. (2014). Has the U.S. government moved to agile without telling anyone? Retrieved April 24, 2015, from http://agileingov.com Porter, M. E., & Schwab, K. (2008). The global competitiveness report: 2008 to 2009. Geneva, Switzerland: World Economic Forum. 36  U.S. gov’t agile jobs grew by 13,000% from 2006-2013  Adoption is higher in U.S. DoD than Civilian Agencies  GDP of countries with high adoption rates is greater High Low Low HighAGILITY COMPETITIVENESS GOVERNMENT AGILE JOB GROWTH PERCENTAGE 13,000% 0 2006 2013YEARS GOVERNMENT COMPETITIVENESS Nat’l Benefits to ENTERPRISE AGILITY
37 Organizational Change SUMMARY LEADERSHIP WHO MATTERS THINK OBJECTIVELY SMALL (MICRO) CHANGES SENSE AND RESPOND (EXPERIMENTS) LISTEN, LEARN, OBSERVE (SCAN ENVIRONMENT) JUST DO IT (NO POMP, CIRCUMSTANCE, AND FORMALITY) MAKE IT SEAMLESS (VERY EASY, AUTOMATED, AND TRANSPARENT) KEEP SYSTEM AS STABLE AS POSSIBLE (DON'T MAKE TOO MANY WAVES) REINFORCE POSITIVE BEHAVIORS (REWARD PEOPLE FOR SMALL CHANGES) USE CONTINUOUS IMPROVEMENT AND MASTERY (ONE SIZE DOES NOT FIT ALL) EMPOWER OTHERS TO TAKE PERSONAL OWNERSHIP (HUMANS ARE UNSTOPPABLE) MAKE IT FUN, ENJOYABLE, PLEASANT, AND MEMORABLE (OVERDOSE ON SOFT SKILLS) BE PATIENT, CHANGE IS LIKE A GLACIER MOVING (SUBTLE, INEVITABLE, AND POWERFUL)         
38 Org. Change — Mahatma Gandhi
 Guides to lean & agile organizational change  Illustrates key principles, concepts, and practices  Keys to applying lean ideas for successful changes 39  Organizational Change REFERENCES Patterson, K., et al. (2008). Influencer: The power to change anything: New York, NY: McGraw-Hill. Pink, D. H. (2009). Drive: The surprising truth about what motivates us. New York, NY: Riverhead Books. Heath, C., & Heath, D. (2010). Switch: How to change things when change is hard. New York, NY: Random House. Pink, D. H. (2012). To sell is human: The surprising truth about moving others. New York, NY: Riverhead Books. Heath, C., & Heath, D. (2013). Decisive: How to make better choices in life and work. New York, NY: Random House.
Dave’s PROFESSIONAL CAPABILITIES 40 Software Quality Mgt. Technical Project Mgt. Software Development Methods Leadership & Org. Change Cost Estimates & Scheduling Acquisition & Contracting Portfolio & Program Mgt. Strategy & Roadmapping Lean, Kanban, & Six Sigma Modeling & Simulations Big Data, Cloud, NoSQL Workflow Automation Metrics, Models, & SPC BPR, IDEF0, & DoDAF DoD 5000, TRA, & SRA PSP, TSP, & Code Reviews CMMI & ISO 9001 Innovation Management Statistics, CFA, EFA, & SEM Evolutionary Design Systems Engineering Valuation — Cost-Benefit Analysis, B/CR, ROI, NPV, BEP, Real Options, etc. Lean-Agile — Scrum, SAFe, Continuous Integration & Delivery, DevOpsSec, etc. STRENGTHS – Communicating Complex Ideas • Brownbags & Webinars • Datasheets & Whitepapers • Reviews & Audits • Comparisons & Tradeoffs • Brainstorming & Ideation • Data Mining & Business Cases • Metrics & Models • Tiger Teams & Shortfuse Tasks • Strategy, Roadmaps, & Plans • Concept Frameworks & Multi-Attribute Models • Etc. ● Data mining. Metrics, benchmarks, & performance. ● Simplification. Refactoring, refinement, & streamlining. ● Assessments. Audits, reviews, appraisals, & risk analysis. ● Coaching. Diagnosing, debugging, & restarting stalled projects. ● Business cases. Cost, benefit, & return-on-investment (ROI) analysis. ● Communications. Executive summaries, white papers, & lightning talks. ● Strategy & tactics. Program, project, task, & activity scoping, charters, & plans. PMP, CSEP, FCP, FCT, ACP, CSM, SAFE, & DEVOPS 35+ YEARS IN IT INDUSTRY

More Related Content

PDF
Business Value Measurements and the Solution Design Framework
byLeo Barella
 
PPTX
Introducing The Open Group IT4IT™ Standard
byEnterprise Architects
 
PDF
From Business model to Capability Map
byCOMPETENSIS
 
PDF
RevOps Framework: Getting Ready to Drive Business Growth
byMd. Moulude Hossain
 
PDF
AXELOS - MSP® - Managing Successful Programmes - Foundation
byMirosław Dąbrowski C-level IT manager, CEO, Agile, ICF Coach, Speaker
 
PDF
Business Architecture as an Approach to Connect Strategy & Projects
byEnterprise Architects
 
PDF
Bringing Architecture Thinking to the People - An introduction into the PEOPL...
byCraig Martin
 
PPTX
Object Oriented Business Capability Map - IIBA 2022 - Draft.pptx
byAustraliaChapterIIBA
 
Business Value Measurements and the Solution Design Framework
byLeo Barella
 
Introducing The Open Group IT4IT™ Standard
byEnterprise Architects
 
From Business model to Capability Map
byCOMPETENSIS
 
RevOps Framework: Getting Ready to Drive Business Growth
byMd. Moulude Hossain
 
AXELOS - MSP® - Managing Successful Programmes - Foundation
byMirosław Dąbrowski C-level IT manager, CEO, Agile, ICF Coach, Speaker
 
Business Architecture as an Approach to Connect Strategy & Projects
byEnterprise Architects
 
Bringing Architecture Thinking to the People - An introduction into the PEOPL...
byCraig Martin
 
Object Oriented Business Capability Map - IIBA 2022 - Draft.pptx
byAustraliaChapterIIBA
 

What's hot

PDF
Enterprise Architecture Implementation And The Open Group Architecture Framew...
byAlan McSweeney
 
PDF
Re-Positioning the value of the architecture practice
byCraig Martin
 
PDF
Business Architecture the Key to Enterprise Transformation
byMike Walker
 
PPTX
On business capabilities, functions and application features
byJörgen Dahlberg
 
PDF
2019 07 Bizbok with Archimate 3 v3 [UPDATED !]
byCOMPETENSIS
 
KEY
Enterprise Agile Transformation Strategies
byMike Cottmeyer
 
PPTX
Enterprise Architecture & Project Portfolio Management 1/2
byJean Gehring
 
PDF
Portfolio Management in an Agile World - Rick Austin
byLiminalArc
 
PDF
Project Plan ERP Sample by ijaz haider malik weboriez@hotmail
byIjaz Haider Malik TOGAF, Harvard MM,Siebel, PRINCE2
 
PDF
Business Process Management Training | By ex-Deloitte & McKinsey Consultants
byAurelien Domont, MBA
 
PPT
Solution Architecture Concept Workshop
byAlan McSweeney
 
PPTX
The Three Things You Need to Know to Transform Any Size Organization Into an ...
byMike Cottmeyer
 
PDF
Complexity and Solution Architecture
byAlan McSweeney
 
PDF
Creating Agile Organizations by Combining Design, Architecture and Agile Thin...
byCraig Martin
 
PDF
Introduction to Business Architecture - Part 2
byAlan McSweeney
 
PDF
The need for Business design to underpin strategic and operational agility
byCraig Martin
 
PPTX
Agile evolution lifecycle - From implementing Agile to being Agile
byMichal Epstein
 
PDF
Lean Discovery, Agile Delivery & the DevOps Mindset
byFadi Stephan
 
PDF
Webinar On Scaled Agile Framework (SAFe) | iZenBridge
bySaket Bansal
 
PPT
Introductory session on business analyst training1
bySuprriya Nair
 
Enterprise Architecture Implementation And The Open Group Architecture Framew...
byAlan McSweeney
 
Re-Positioning the value of the architecture practice
byCraig Martin
 
Business Architecture the Key to Enterprise Transformation
byMike Walker
 
On business capabilities, functions and application features
byJörgen Dahlberg
 
2019 07 Bizbok with Archimate 3 v3 [UPDATED !]
byCOMPETENSIS
 
Enterprise Agile Transformation Strategies
byMike Cottmeyer
 
Enterprise Architecture & Project Portfolio Management 1/2
byJean Gehring
 
Portfolio Management in an Agile World - Rick Austin
byLiminalArc
 
Project Plan ERP Sample by ijaz haider malik weboriez@hotmail
byIjaz Haider Malik TOGAF, Harvard MM,Siebel, PRINCE2
 
Business Process Management Training | By ex-Deloitte & McKinsey Consultants
byAurelien Domont, MBA
 
Solution Architecture Concept Workshop
byAlan McSweeney
 
The Three Things You Need to Know to Transform Any Size Organization Into an ...
byMike Cottmeyer
 
Complexity and Solution Architecture
byAlan McSweeney
 
Creating Agile Organizations by Combining Design, Architecture and Agile Thin...
byCraig Martin
 
Introduction to Business Architecture - Part 2
byAlan McSweeney
 
The need for Business design to underpin strategic and operational agility
byCraig Martin
 
Agile evolution lifecycle - From implementing Agile to being Agile
byMichal Epstein
 
Lean Discovery, Agile Delivery & the DevOps Mindset
byFadi Stephan
 
Webinar On Scaled Agile Framework (SAFe) | iZenBridge
bySaket Bansal
 
Introductory session on business analyst training1
bySuprriya Nair
 

Similar to Lean & Agile Organizational Change

PPTX
Executives role in agile
byTushar Somaiya
 
PDF
Lean & Agile Organizational Leadership
byDavid Rico
 
PPTX
Change Agility
bySaman Sara
 
PDF
An agile approach to organizational development
byCabrera Management Consultants
 
PPTX
Betaleadership Helping Towards The Agile Organization
bySylvain Loubradou
 
PDF
Organize for Agile Adoption and Sustainability
byGervais Johnson, Advisor
 
PPTX
CALMSLI DevOps Model for Market Agility
bySeyhan Baki
 
PDF
Business, Enterprise, & Organizational Agility
byDavid Rico
 
PPT
Money, Process, and Culture- Tech 20/20 June, 2012
byAdrian Carr
 
PDF
Transformative organiztions sgd
bySanjeev Deshmukh
 
PPTX
Looking for org development / change management workshop input?
byGeoff Puddepha
 
PDF
Agile NCR 2013-Tushar Soimya - Executives role in agile
byAgileNCR2013
 
PDF
A Developmental Pathway to Lean
byLean Enterprise Academy
 
PPT
Orbitz Change Ppt
byDan Wiseman
 
PPTX
Organizational change
byShaikh Abdul Hameed
 
PDF
Lean Event 2013
bySAIGlobalAssurance
 
PDF
Who killed innovation - Darren Dalcher
byPMexpo
 
PDF
Organisational Agility
byAndy Smith
 
PPTX
Entepreneurship presentation
bydanish bhatti
 
PDF
Change Management/ Agility in Organizations and Leaders- Project Management I...
byDr. Lepora Menefee,SSBB, PMP, SHRM-SCP, Prosci, CSM
 
Executives role in agile
byTushar Somaiya
 
Lean & Agile Organizational Leadership
byDavid Rico
 
Change Agility
bySaman Sara
 
An agile approach to organizational development
byCabrera Management Consultants
 
Betaleadership Helping Towards The Agile Organization
bySylvain Loubradou
 
Organize for Agile Adoption and Sustainability
byGervais Johnson, Advisor
 
CALMSLI DevOps Model for Market Agility
bySeyhan Baki
 
Business, Enterprise, & Organizational Agility
byDavid Rico
 
Money, Process, and Culture- Tech 20/20 June, 2012
byAdrian Carr
 
Transformative organiztions sgd
bySanjeev Deshmukh
 
Looking for org development / change management workshop input?
byGeoff Puddepha
 
Agile NCR 2013-Tushar Soimya - Executives role in agile
byAgileNCR2013
 
A Developmental Pathway to Lean
byLean Enterprise Academy
 
Orbitz Change Ppt
byDan Wiseman
 
Organizational change
byShaikh Abdul Hameed
 
Lean Event 2013
bySAIGlobalAssurance
 
Who killed innovation - Darren Dalcher
byPMexpo
 
Organisational Agility
byAndy Smith
 
Entepreneurship presentation
bydanish bhatti
 
Change Management/ Agility in Organizations and Leaders- Project Management I...
byDr. Lepora Menefee,SSBB, PMP, SHRM-SCP, Prosci, CSM
 

More from David Rico

PDF
Business Value of Agile Product Management
byDavid Rico
 
PDF
Business Value of Agile Human Resources (AHR)
byDavid Rico
 
PDF
ROI of Organizational Agility for Transforming 21st Century Enterprises
byDavid Rico
 
PDF
ROI of Evolutionary Design to Rapidly Create Innovatively New Products & Serv...
byDavid Rico
 
PDF
Business Value of Lean Thinking
byDavid Rico
 
PDF
Lean & Agile Thinking Principles for Leaders
byDavid Rico
 
PDF
ROI & Business Value of CI, CD, DevOps, DevSecOps, & Microservices
byDavid Rico
 
PDF
Scaled Agile Framework (SAFe) 4.6 in U.S. Government
byDavid Rico
 
PDF
Scaled Agile Framework (SAFe) 4.5 Tutorial ...
byDavid Rico
 
PDF
Scaled Agile Framework (SAFe) 4.5 Metrics
byDavid Rico
 
PDF
Return on Investment (ROI) of Lean & Agile Methods
byDavid Rico
 
PDF
Using SAFe to Manage U.S. Government Agencies, Portfolios, & Acquisition Prog...
byDavid Rico
 
PDF
Growth of SAFe in Government Acquisitions, Contracts, & Portfolios
byDavid Rico
 
PDF
Lean & Agile Project Management
byDavid Rico
 
PDF
Intro to Agile Methods for Execs, Leaders, and Managers
byDavid Rico
 
PDF
Lean & Agile Performance Measurement: Metrics, Models, & Measures
byDavid Rico
 
PDF
Business Value of CI, CD, & DevOps(Sec)
byDavid Rico
 
PDF
Business Value of CI, CD, & DevOpsSec: Scaling to Billion User Systems Using ...
byDavid Rico
 
PDF
Business Value of Agile Testing: Using TDD, CI, CD, & DevOps
byDavid Rico
 
PDF
Business Value of Agile Organizations: Strategies, Models, & Principles for E...
byDavid Rico
 
Business Value of Agile Product Management
byDavid Rico
 
Business Value of Agile Human Resources (AHR)
byDavid Rico
 
ROI of Organizational Agility for Transforming 21st Century Enterprises
byDavid Rico
 
ROI of Evolutionary Design to Rapidly Create Innovatively New Products & Serv...
byDavid Rico
 
Business Value of Lean Thinking
byDavid Rico
 
Lean & Agile Thinking Principles for Leaders
byDavid Rico
 
ROI & Business Value of CI, CD, DevOps, DevSecOps, & Microservices
byDavid Rico
 
Scaled Agile Framework (SAFe) 4.6 in U.S. Government
byDavid Rico
 
Scaled Agile Framework (SAFe) 4.5 Tutorial ...
byDavid Rico
 
Scaled Agile Framework (SAFe) 4.5 Metrics
byDavid Rico
 
Return on Investment (ROI) of Lean & Agile Methods
byDavid Rico
 
Using SAFe to Manage U.S. Government Agencies, Portfolios, & Acquisition Prog...
byDavid Rico
 
Growth of SAFe in Government Acquisitions, Contracts, & Portfolios
byDavid Rico
 
Lean & Agile Project Management
byDavid Rico
 
Intro to Agile Methods for Execs, Leaders, and Managers
byDavid Rico
 
Lean & Agile Performance Measurement: Metrics, Models, & Measures
byDavid Rico
 
Business Value of CI, CD, & DevOps(Sec)
byDavid Rico
 
Business Value of CI, CD, & DevOpsSec: Scaling to Billion User Systems Using ...
byDavid Rico
 
Business Value of Agile Testing: Using TDD, CI, CD, & DevOps
byDavid Rico
 
Business Value of Agile Organizations: Strategies, Models, & Principles for E...
byDavid Rico
 

Recently uploaded

PDF
AWS Cloud Technical Essentials - AWS Certificate
byVICTOR MAESTRE RAMIREZ
 
PDF
MINDCTI Revenue Release Quarter 3 2025 - Financial Presentation
byMIND CTI
 
PDF
Beyond Basics: How to Build Scalable, Intelligent Imagery Pipelines
bySafe Software
 
PDF
Mastering UiPath Maestro – Session 2 – Building a Live Use Case - Session 2
byDianaGray10
 
PDF
IDSECCONF2025 - Ali - DursGo–Web Security Scanner with AI Analysis.pdf
byidsecconf
 
PDF
IDSECCONF2025 - Nosa Shandy - Discovering and Disclosing Privacy Vulnerabilit...
byidsecconf
 
PPTX
Redcentric Data Centres: vision, mission and values
byRedcentric
 
PDF
How to Spot a Fraudulent Shopping Website
byAshwini Singh
 
PDF
Top Crypto Supers 15th Report November 2025
byStephen Perrenod
 
PDF
Building a Multi-Tenant OpenShift Platform with HyperShift
byTosin Akinosho
 
PPTX
oop pillor polymorphism Code Presentation
byhifzamahmood8
 
PPTX
AI: Beyond Generative AI and LLM | Harrie de Groot (harrie.dev)
byHarrie de Groot
 
PPTX
How Design Systems and AI Agents Accelerate Product Delivery Sixt
byBoyan Dimitrov
 
PDF
Running Non-Cloud-Native Databases in Cloud-Native Environments_ Challenges a...
byAlkin Tezuysal
 
PDF
PMI PMBOK8 Released on November 13, 2025
byScott M. Graffius
 
PDF
UiPath DevConnect 2025: UiPath ScreenPlay - The Future of Human-Like Automation
byDianaGray10
 
PPTX
Opening Plenary - Esri UK Welsh Conference 2025
byEsri UK
 
PDF
Supercharging Android Apps with On-Device AI: Gemini Nano
bydinoykraj
 
PDF
Building Powerful Web Apps to Improve Productivity and Engagement - Esri UK W...
byEsri UK
 
PDF
Dev Dives: Build smarter agents with UiPath Agent Builder
byUiPathCommunity
 
AWS Cloud Technical Essentials - AWS Certificate
byVICTOR MAESTRE RAMIREZ
 
MINDCTI Revenue Release Quarter 3 2025 - Financial Presentation
byMIND CTI
 
Beyond Basics: How to Build Scalable, Intelligent Imagery Pipelines
bySafe Software
 
Mastering UiPath Maestro – Session 2 – Building a Live Use Case - Session 2
byDianaGray10
 
IDSECCONF2025 - Ali - DursGo–Web Security Scanner with AI Analysis.pdf
byidsecconf
 
IDSECCONF2025 - Nosa Shandy - Discovering and Disclosing Privacy Vulnerabilit...
byidsecconf
 
Redcentric Data Centres: vision, mission and values
byRedcentric
 
How to Spot a Fraudulent Shopping Website
byAshwini Singh
 
Top Crypto Supers 15th Report November 2025
byStephen Perrenod
 
Building a Multi-Tenant OpenShift Platform with HyperShift
byTosin Akinosho
 
oop pillor polymorphism Code Presentation
byhifzamahmood8
 
AI: Beyond Generative AI and LLM | Harrie de Groot (harrie.dev)
byHarrie de Groot
 
How Design Systems and AI Agents Accelerate Product Delivery Sixt
byBoyan Dimitrov
 
Running Non-Cloud-Native Databases in Cloud-Native Environments_ Challenges a...
byAlkin Tezuysal
 
PMI PMBOK8 Released on November 13, 2025
byScott M. Graffius
 
UiPath DevConnect 2025: UiPath ScreenPlay - The Future of Human-Like Automation
byDianaGray10
 
Opening Plenary - Esri UK Welsh Conference 2025
byEsri UK
 
Supercharging Android Apps with On-Device AI: Gemini Nano
bydinoykraj
 
Building Powerful Web Apps to Improve Productivity and Engagement - Esri UK W...
byEsri UK
 
Dev Dives: Build smarter agents with UiPath Agent Builder
byUiPathCommunity
 

Lean & Agile Organizational Change

  • 1.
    Innovative Models toSuccessfully Implement Process Improvement Dr. David F. Rico, PMP, CSEP, FCP, FCT, ACP, CSM, SAFE, DEVOPS Twitter: @dr_david_f_rico Website: http://www.davidfrico.com LinkedIn: http://www.linkedin.com/in/davidfrico Agile Capabilities: http://davidfrico.com/rico-capability-agile.pdf Agile Cost of Quality: http://www.davidfrico.com/agile-vs-trad-coq.pdf DevOps Return on Investment (ROI): http://davidfrico.com/rico-devops-roi.pdf Dave’s NEW Leadership Video: http://www.youtube.com/watch?v=70LRzOk9VGY Dave’s NEW Business Agility Video: http://www.youtube.com/watch?v=hTvtsAkL8xU Dave’s NEWER Scaled Agile Framework SAFe 4.5 Video: http://youtu.be/1TAuCRq5a34 Dave’s NEWEST Development Operations Security Video: http://youtu.be/X22kJAvx44A DoD Fighter Jets versus Amazon Web Services: http://davidfrico.com/dod-agile-principles.pdf Lean & Agile Organizational Change
  • 2.
    AUTHOR Background  Gov’tcontractor with 35+ years of IT experience  B.S. Comp. Sci., M.S. Soft. Eng., & D.M. Info. Sys.  Large gov’t projects in U.S., Far/Mid-East, & Europe 2   Career systems & software engineering methodologist  Lean-Agile, Six Sigma, CMMI, ISO 9001, DoD 5000  NASA, USAF, Navy, Army, DISA, & DARPA projects  Published seven books & numerous journal articles  Intn’l keynote speaker, 207+ talks to 19,900 people  Specializes in metrics, models, & cost engineering  Cloud Computing, SOA, Web Services, FOSS, etc.  Professor at 7 Washington, DC-area universities
  • 3.
    Org. Change —CHARLES DARWIN 3
  • 4.
    4 Overruns Attrition Escalation Runaways Cancellation Global Competition Demanding Customers Organization Downsizing System Complexity Technology Change Vague Requirements Work Life Imbalance Inefficiency High O&M LowerDoQ Vulnerable N-M Breach Reduced IT Budgets 81 Month Cycle Times Redundant Data Centers Lack of Interoperability Poor IT Security Overburdening Legacy Systems Obsolete Technology & Skills Pine, B. J. (1993). Mass customization: The new frontier in business competition. Boston, MA: Harvard Business School Press. Pontius, R. W. (2012). Acquisition of IT: Improving efficiency and effectiveness in IT acquisition in the DoD. Second Annual AFEI/NDIA Conference on Agile in DoD, Springfield, VA, USA. Org. Change — CHALLENGES
  • 5.
     Most ofworld’s population connected to Internet  Systems must support billions of simultaneous users  New approaches are needed to scale to global market 5Kemp, S. (2016). Digital in 2016: We are social's compendium of global digital, social, and mobile data, trends, and statistics. New York, NY: We Are Social, Inc.  Org. Change — MARKET CHALLENGES
  • 6.
    6 IoT is anExtinction Level Event • 25-50B Devices on IOT • 5-10B Internet Hosts • 4-8B Mobile Phones • 2-3B End User Sys • Mass Business Failure Org. Change — GLOBAL CHALLENGES
  • 7.
    7 Org. Change —ADOPTION CURVES SATIR MODELKUBLER-ROSS MODEL ROGERS MODEL MOORE MODEL
  • 8.
    8 Org. Change —NEWTON’S 3RD LAW THE SATIR CURVE 71% 56% SERVICES 71% MANUFACTURING Exponential Technology Change Exponential Market Destabilization Exponential Business Failures (1990s) Exponential Business Failures (2000s) Singularity
  • 9.
    9  Change Failures.In 2002, Dr. Martin Smith analyzed 50 major studies involving 43,000 respondents to determine the average success rates of organizational change initiatives (Smith, 2002). He identified 10 major types and kinds of change initiatives ranging from 19% (culture change) to 58% (strategy). Reorganizations were reported to be successful to some degree 46% of the time (but the degree of success was not quantified). His goal was to substantiate claims by leading change consultants that 70% of change initiatives fail on average. He reported an average change failure rate of 67%.  Reorganization Effects. In 2012, Bryan Klopack and John Powers of the Government Business Council and Deloitte analyzed the effects of public sector reorganizations by interviewing 244 civilian leaders (Klopack & Powers, 2012). 92% reorganized once per year and 45% had reorganized four times. 76% suffered from poor communications, 56% from inattentiveness, 49% from lack of skills, and 46% from confusion. 51% were currently reorganizing due to downsizing. Outcomes included 74% lower morale, 65% mission distraction, 51% greater retirement, and 48% higher turnover.  Change Success. In 2008, Scott Keller and Carolyn Aiken of McKinsey compared conventional and unconventional change management techniques on performance outcomes (Keller & Aiken, 2008). Change initiatives were more successful if employees and workers were allowed to select and manage the changes, leaders deployed a portfolio of top-down and bottom-up change initiatives, intangible and tangible rewards were used, social justice and fairness existed, etc. Change success as measured by profitability doubled from 7% to 15% when unconventional thinking was applied, such as employee selected and led change initiatives.  Global Results. In 2009, Right Management performed a survey of change management among of 28,810 employees in 10 industry sectors from 15 countries (Haid et al., 2009). Employees who were engaged in changes reported 50% better productivity, 33% more profitability, 29% higher revenues, 56% more customer loyalty, and 44% higher retention rates. However, an 66% of global employees said they were not engaged in their change initiatives. When leaders prepared and empowered employees to change, initiatives were two times more successful. Smith, M. E. (2002). Success rates for different types of organizational change. Performance Improvement, 41(1), 26-33. Klopack, B. & Powers, J. (2012). Tidying up: What reorganization can do for federal agencies. Washington, DC: Government Executive Media Group. Keller, S. & Aiken, C. (2008). The inconvenient truth about change management: Why it isn't working and what to do about it. New York, NY: McKinsey & Co. Haid et al. (2009). Ready, get set, change: The impact of change on workforce productivity and engagement. Philadelphia, PA: Right Management. ORGANIZATIONAL CHANGE Studies
  • 10.
    What is AGILITY? A-gil-i-ty (ә-'ji-lә-tē) Property consisting of quickness, lightness, and ease of movement; To be very nimble  The ability to create and respond to change in order to profit in a turbulent global business environment  The ability to quickly reprioritize use of resources when requirements, technology, and knowledge shift  A very fast response to sudden market changes and emerging threats by intensive customer interaction  Use of evolutionary, incremental, and iterative delivery to converge on an optimal customer solution  Maximizing BUSINESS VALUE with right sized, just- enough, and just-in-time processes and documentation Highsmith, J. A. (2002). Agile software development ecosystems. Boston, MA: Addison-Wesley. 10  
  • 11.
    WORKING PRODUCTS VS COMPREHENSIVE DOCUMENTATION RESPONDING TO CHANGE VSFOLLOWING A PLAN CUSTOMER COLLABORATION VS CONTRACT NEGOTIATION INDIVIDUALS & INTERACTIONS VS PROCESSES AND TOOLS 11  People-centric way to create innovative solutions  Product-centric alternative to documents/process  Market-centric model to maximize business value Agile Manifesto. (2001). Manifesto for agile software development. Retrieved September 3, 2008, from http://www.agilemanifesto.org  What are AGILE VALUES?
  • 12.
    4. PRODUCT &SERVICE AGILITY Rico, D. F. (2016). Agile businesses: A metamodel of lean and agile organizational strategies. Retrieved March 1, 2016, from http://davidfrico.com  Early models based on strategies & operations  Evolved into an experimental sense & response  Products, organization, & facilities important too 12  Fewer, Smaller, & Inexpensive 6. IT INFRASTRUCTURE AGILITY Public Internet Services Based 1. STRATEGIC AGILITY Experimental Sense & Respond 7. ORGANIZATION DESIGN AGILITY Flat, Networked, & Holocratic 5. TECHNOLOGY AGILITY Software-Based Microservices 8. CAPITAL INFRASTRUCTURE AGILITY On-Demand Teleworkers 3. PROCESS AGILITY Lean, Agile, & Continuous BUSINESS AGILITY 2. CULTURAL AGILITY Collaborative & Empowered Examples of AGILE BEHAVIORS?
  • 13.
    What is LEAN? 13   Lean (lēn): Property consisting of being thinness, slimness, and skinniness; To be extremely slender  A customer-driven product development process that delivers the maximum amount of business value  An economical way of planning and managing the development of complex new products and services  A product development process that is free of excess waste, capacity, and non-value adding activities  Just-enough, just-in-time, and right-sized product development processes, documentation, and tools  A product development approach that is ADAPTABLE TO CHANGE in customer needs and market conditions Womack, J. P., & Jones, D. T. (1996). Lean thinking: Banish waste and create wealth in your corporation. New York, NY: Free Press.
  • 14.
    14  Time-centric wayto compete on speed & time  Customer-centric model to optimize cost & quality  Pull-centric alternative to wasteful mass production Leffingwell, D. (2017). The SAFe house of lean. Retrieved February 19, 2018, from http://www.scaledagileframework.com  What are LEAN VALUES? Respectfor People&Culture Flow Innovation Relentless Improvement Value Leadership
  • 15.
    15  Numerous modelsof lean organizational behaviors  Many of them stem from Womack’s 5 Lean principles  Include value, people, flow, value, & esp. LEADERSHIP VALUE Respect Flow Innovation Improve Leadership Sustainable Lead Time Quality Bus. Value Morale Safety Delight Employees Int Customer Ext Customer Ease Burden Trust Do First Change last Optimize Continuous Quality Variability No Delays Measure Feedback Produce Validate Go & See Create Time Create Space Intangibles Pivot Fast Readiness Holism Verify Respond Analyze Reflect Take Action Lean Thought Integrated Example Expectations Empower Collaborate Serve Leffingwell, D. (2017). The SAFe house of lean. Retrieved February 19, 2018, from http://www.scaledagileframework.com Examples of LEAN BEHAVIORS?
  • 16.
    Lean & AgileGOLDILOCKS Zone 16  Traditional project management is scope-based  Agile project management is primarily time-based  Batchsize, capacity, & time key to market response Rico, D. F. (2017). Lean triangle: Triple constraints. Retrieved December 17, 2017, from http://davidfrico.com/lean-triangle.pdf Sylvester, T. (2013). Waterfall, agile, and the triple constraint. Retrieved December 16, 2017, from http://tom-sylvester.com/lean-agile/waterfall-agile-the-triple-constraint Pound, E. S., Bell, J. H., Spearman, M. L. (2014). Factory physics: How leaders improve performance in a post-lean six sigma world. New York, NY: McGraw-Hill Education. WATERFALL LEANAGILE Scope Cost Time CostTime Scope Batchsize Capacity Time Scope Drives Resources Batchsize Drives Lead/Cycle Time Time Drives Scope RESOURCE PERFORMANCE BUSINESS VALUE MARKET RESPONSE CONSTRAINTS ESTIMATES
  • 17.
    Agile WORLD VIEW “Agility” has many dimensions other than IT  It ranges from leadership to technological agility  Today’s focus is on organizational & enterprise agility   Agile Leaders Agile Organization Change Agile Acquisition & Contracting Agile Strategic Planning Agile Capability Analysis Agile Program Management Agile Tech. Agile Information Systems Agile Tools Agile Processes & Practices Agile Systems Development Agile Project Management 17 
  • 18.
    18  Numerous modelsof lean & agile methods  Based on principles of flexible manufacturing  Include team, project, & enterprise management SCRUM - 1993 - XP - 1998 - KANBAN - 2010 - APM - 2011 - LEAN-ENTERPRISE - 2015 -  Product Backlog  Sprint Planning  Sprint Backlog  2-4 Week Sprint  Daily Scrum  Sprint Review  Shippable Prod.  Retrospective  Metaphor  User Stories  Arch/Story Spike  Release Plans  2 Week Iteration  Test Driven Dev.  Continuous Int.  Small Releases  Visualize  Limit WIP  Manage Flow  Use Policies  Quality Focus  Lead Times  Improvement  Reduce Variation  Vision  Roadmap  Release Plan  Sprint Plan  2-4 Week Sprint  Daily Scrum  Sprint Review  Retrospective  Measure Risks  Marketing  Alignment  Value  Experiments  Lean Design  Flow Principles  Improvement  Models of LEAN & AGILE METHODS Schwaber, K., & Beedle, M. (2001). Agile software development with scrum. Upper Saddle River, NJ: Prentice-Hall. Beck, K. (2000). Extreme programming explained: Embrace change. Reading, MA: Addison-Wesley. Anderson, D. J. (2010). Kanban: Successful evolutionary change for your technology business. Sequim, WA: Blue Hole Press. Layton, M. C., & Maurer, R. (2011). Agile project management for dummies. Hoboken, NJ: Wiley Publishing. Humble, J., Molesky, J., & O'Reilly, B. (2015). Lean enterprise: How high performance organizations innovate at scale. Sebastopol, CA: O'Reilly Media.
  • 19.
    What is ORGANIZATIONALCHANGE?  Change (chānj) To cause to be different, have a new form, and replace; To switch, change methods or sides  A framework for managing the effect of new business processes, changes in organizational structure or culture  An enterprise going through a transformation, change, alteration, reorganization, restructuring, or turnaround  Act of formally reviewing and modifying management strategies, tactics, structures, and business processes  A process in which an organization changes its working methods or aims to deal with new situations or markets  Maximizing BUSINESS VALUE with deep organizational change in order to maintain a competitive advantage http://searchcio.techtarget.com/definition/organizational-change-management-OCM http://www.businessdictionary.com/definition/organization-change.html http://smallbusiness.chron.com/meaning-organizational-change-35131.html http://dictionary.cambridge.org/us/dictionary/english/organizational-change 19  
  • 20.
    20  1939 ShewhartShewhart Model 1 Specification, Production, Inspection  1947 Lewin 3-Step Model Unfreeze, Change, Refreeze  1950 Shewhart Shewhart Model 2 Design, Make, Market, Test  1951 Lewin Force Field Driving Forces, Present or Desired State, Restraining Forces  1958 Lippitt 5-Stage Model Develop Need, Initiate, Implement, Stabilize, Terminate  1958 Lippitt 7-Stage Model Need, Relationship, Clarify, Alternatives, Transformation, Stabilization, Terminate  1962 Rogers Diffusion Model Innovators, Early Adopters, Early Majority  1969 Kubler 5-Step Model Denial, Anger, Bargaining, Depression, Acceptance  1973 Havelock 6-Step Model Relationship, Diagnosis, Resources, Pathway, Establish, Maintenance  1977 Beckhard 3-Step Model Present-State, Transition-State, Future-State  1979 Crosby Maturity Grid Uncertainty, Awakening, Enlightenment, Wisdom, Certainty  1983 Rogers 5-Step Model Knowledge, Persuasion, Decision, Implementation, Confirmation  1985 Kanter 10-Step Model Analyze, Vision, Separate, Urgency, Support, Align, Plan, Structures, Communicate, Reinforce  1986 Shewhart PDCA Model Plan, Do, Check, Act  1986 Deming PDSA Model Plan, Do, Study, Act  1986 Smith DMAIC Model Define, Measure, Analyze, Improve, Control  1986 Tichy 3-Step Model Awakening, Mobilizing, Reinforcing  1987 Beckhard 4-Step Model Sources, Forces, Readiness, Capability  1988 Egan 3-Step Model Diagnosis, Future Vision, Strategy  1989 Nadler 3-Step Model Energizing, Envisioning, Enabling  1990 Senge Fifth Discipline Mastery, Mental Models, Shared Vision, Team Learning, Systems Thinking  1991 Satir Satir Model Status Quo, Change, Resistance, Chaos, Transform, Learning, New Status Quo  1991 Moore Chasm Model Innovators, Chasm Early Adopters, Early Majority, Late Majority, Laggards  1995 Paulk Maturity Model Initial, Managed, Defined, Quantitatively Managed, Optimizing  1995 Kotter 8-Step Model Urgency, Coalition, Vision, Comm., Empower, Wins, Consolidate, Institute  1996 McFeeley IDEAL Model Initiating, Diagnosing, Establishing, Acting, Learning  1996 Maurer Resistance Model Maintain Clear Focus, Embrace Resistance, Respect Resisters, Relax, Join Resistance  2003 Luecke 7-Step Model Need, Vision, Leadership, Policy, Results, Initiate, Monitor  2005 DeFeo DMADV Model Define, Measure, Analyze, Design, Verify  2007 Peters 7-S Model Strategy, Structure, Systems, Shared Values, Style, Staff, Skills  2008 Patterson Influencer Model Desirability, Surpass Limits, Pressure, Strength in Numbers, Incentives, Environment  2009 Pink Drive Model Purpose, Autonomy, Mastery  2010 Heath Switch Model Direct the Rider, Motivate the Elephant, Shape the Path ORGANIZATIONAL CHANGE Timeline
  • 21.
     Top downbig bang change is most often tried  Punctuated equilibrium is most well known form  Project champions and coaching are very effective 21  Holman, P., Devane, T., & Cady, S. (2007). The change handbook: The definitive resource on today’s best methods for emerging whole systems. Berrett-Koehler. Organization Change Methods Punctuated Equilibrium Personal Influence Business Case Executive Coaching Executive Commitment Adequate Resources Top Down Change Model Driven Change Manager Involvement Employee Involvement Training & Education Evolutionary Change Project Champion Coaching & Mentoring Just Do It One time radical organizational change often motivated by a severe crisis, i.e., crisis is a catalyst for change Informal appeal for authority to change based on personal trust or relationships, i.e., elevator speech Compelling qualitative and quantitative business value analysis, i.e., return on investment analysis Formal or informal mentoring or tutoring of organizational executives and senior leaders A personal endorsement for change from an organizational executive or senior leader Formal allocation of resources to execute a large organizational change initiative One time organization change initiative based on a formal strategic plan, i.e., big bang organization change Isolated change initiatives based on step by step frameworks, i.e., PDCA, DMAIC, DMADV, etc. Psychological involvement and commitment of middle managers to avoid bureaucratic obfuscation Psychological involvement and commitment of lower level workforce to avoid operational resistance Formal classroom instruction and education to impart the skills necessary for successful change Implementation of numerous smaller scale changes to prevent long term psychological resistance and chaos Formal appointment of an individual to take personal responsibility for success of change, i.e., heavyweight PM Formal or informal mentoring or tutoring of employees or team members to help them overcome hidden obstacles Assuming personal responsibility for change with or without formal authorization, i.e., forgiveness vs. permission TRADITIONAL Frameworks
  • 22.
    Patterson, K., etal. (2008). Influencer: The power to change anything: New York, NY: McGraw-Hill. Pink, D. H. (2009). Drive: The surprising truth about what motivates us. New York, NY: Riverhead Books. Heath, C., & Heath, D. (2010). Switch: How to change things when change is hard. New York, NY: Random House. Pink, D. H. (2012). To sell is human: The surprising truth about moving others. New York, NY: Riverhead Books. Heath, C., & Heath, D. (2013). Decisive: How to make better choices in life and work. New York, NY: Random House.  Change, no matter how small or large, is difficult  Smaller focused changes help to cross the chasm  Validating, simplifying, & incrementalism are keys 22  INFLUENCER  Create new experiences  Create new motives  Perfect complex skills  Build emotional skills  Recruit public figures  Recruit influential leaders  Utilize teamwork  Power of social capital  Use incentives wisely  Use punishment sparingly  Make it easy  Make it unavoidable MAKE IT DESIRABLE SURPASS YOUR LIMITS USE PEER PRESSURE STRENGTH IN NUMBERS DESIGN REWARDS CHANGE ENVIRONMENT DRIVE PURPOSE AUTONOMY MASTERY  Purpose-profit equality  Business& societal benefit  Share control of profits  Delegate implementation  Culture & goal alignment  Remake society-globe  Accountable to someone  Self-select work tasks  Self-directed work tasks  Self-selected timelines  Self-selected teams  Self-selected implement.  Experiment & innovate  Align tasks to abilities  Continuously improve  Learning over profits  Create challenging tasks  Set high expectations A-B-C  Reduce Your Power  Take Their Perspective  Use Strategic Mimicry  Use Interrogative Self-Talk  Opt. Positivity Ratios  Offer Explanatory Style  Find the Right Problem  Find Your Frames  Find an Easy Path ATTUNEMENT BUOYANCY CLARITY SWITCH  Follow the bright spots  Script the critical moves  Point to the destination  Find the feeling  Shrink the change  Grow your people  Tweak the environment  Build habits  Rally the herd DIRECT THE RIDER MOTIVATE ELEPHANT SHAPE PATH DECISIVE COMMON ERRORS  Narrow framing  Confirmation bias  Short term emotion  Over confidence WIDEN OPTIONS  Avoid a narrow frame  Multi-track  Find out who solved it TEST ASSUMPTIONS  Consider the opposite  Zoom out & zoom in  Ooch ATTAIN DISTANCE  Overcome emotion  Gather & shift perspective  Self-directed work tasks PREPARE TO BE WRONG  Bookend the future  Set a tripwire  Trust the process EMERGING Frameworks
  • 23.
    Make It Desirable Remove Pain – Get Rid of Unpleasant Work  Make it Pleasurable – Make it Fun to Do  Create New Experiences – Provide Change of Pace  Use Motives – Present of Variety of Challenges  Provide Choices – Let People Self-Select Tasks Surpass Your Limits  Will thru Skill – Train People in New Skills  Prowess thru Practice – Use Simple Exercises First  Complex Skills – Scaleup to More Complex Problems  Emotional Skills – Teach Soft, People, & Social Skills  Brain Skills – Encourage Intellectual Development Harness Peer Pressure  Power of One – One Person Makes a Big Difference  Right One – It Matters Who the Change Leader Is  Social Support – Form Small Teams to Get Going  Critical Mass – Get Organization to Tipping Point  Everyone – Everyone Will Eventually Join In  Created by Kerry Patterson et al. in 2008  Model for change based on top-down leadership  Motivation, commitment, & critical mass are keys 23  INFLUENCER Framework Strength in Numbers  Social Capital – Relationships are Important  The Willing – Start with Enthusiastic People  Participation – Don't Try to Tackle it Alone  Courage to Try – Change Won't Happen by Itself  Small Band – Small Teams Make a Big Difference Carrot & Sticks  Be Wise – Use Incentives Appropriately  Vital Behaviors – Identify Critical Changes  Valid Outcomes – Reward Positive Results  Discourage – Don't Reward Old Behaviors  Inclusiveness – Don't Divide & Conquer Leverage Environment  Notice – Don't Ignore Environment  Visibility – Provide Transparency into Process  Measure – Can't Manage What You Don't Measure  Simplify – Change Environment to Make it Easy  Unavoidable – Remove Ability to Avoid Change Patterson, K., et al. (2008). Influencer: The power to change anything: New York, NY: McGraw-Hill.
  • 24.
    Purpose  Pur pose– Emphasize Purpose Over Profits  Goal – Obtain Goals from Bottom Up  Power – Allocate Profits for Greater Good  Policy – Allow People to Select Solution Path  Culture – Reinforce Culture of Purpose vs. Profit  Rejuvenation – Focus on Remaking Society & World Autonomy Mastery  Accountable – Ensure People Accountable for Goals  Control – Allow People to Govern & Manage Themselves  Task – Allow People to Self Identify & Select Tasks  Time – Allow People to Prioritize Their Time & Tasks  Team – Allow People to Form Their Own Teams & Groups  Techniques – Allow People to Select Methods & Tools  Inquir y – Allow People to Inquire & Be Creative  Flow – Allow People to Choose the Work They Want  Mindset – Allow People Choose a Roadmap to Improve  Lear ning – Allow People to Learn & Grow As Needed  Challenge – Allow People to Try Complex New Challenges  Asymptotic – Allow People Latitude for Margin of Error  Created by Dan Pink in 2009  Model for bottom-up egalitarianism  Meaning, empowerment, & self-direction are keys 24  DRIVE Framework Pink, D. H. (2009). Drive: The surprising truth about what motivates us. New York, NY: Riverhead Books.
  • 25.
     Created byChip & Dan Heath in 2010  Incremental model for large bottom-up change  Observation, incrementalism, & minimalism are key 25  SWITCH Framework Direct Rider  Follow Bright Spots – Investigate & Clone What Works  Script Critical Moves – Formulate Vision & Behaviors  Point Our Destination – Establish High Stretch Goals Motivate Elephant  Find Feeling – Appeal to Right-Brained Majority  Shrink Change – Break Change Into Small Chunks  Grow People – Instill Sense of Extraordinariness Shape Path  Tweak Environment – Reduce Complexity & Simplify  Build Habits – Create Simple Recipes & Process Steps  Rally Herd – Get Everyone Involved & Scale Up & Out Heath, C., & Heath, D. (2010). Switch: How to change things when change is hard. New York, NY: Random House.
  • 26.
     Created byDan Pink in 2012  Model of inside-out change management  Empathy, motivation, & manageable scope are keys 26  A-B-C Framework Attune to Others  Reduce Power – Increase Your Power by Reducing It  Change Perspective – Use Your Head as well as Heart  Chameleon Effect – Mimic Behavior of Other People Buoyant Optimism  Interrogative Talk – Critically Analyze the Situation  Optimize Positivity – Maintain a 3:1 Positivity Ratio  Self Reinforcement – Frequently Reassure Yourself Clarify Solution  Right Problem – Invest in Finding the Right Problems  Find Frames – Contrast With Alternatives for Clarity  Find Easy Path – Provide Easy Method to Your Solution Pink, D. H. (2012). To sell is human: The surprising truth about moving others. New York, NY: Riverhead Books.
  • 27.
     Created byChip & Dan Heath in 2013  Model for selecting valid change initiatives  Tradeoffs, independence, & measurement are keys 27  WRAP Framework Widen Choices  Avoid Narrow Frame – Use Quantitative Decision-Making  Multi-Track – Evaluate Multiple Comparable Options  Someone Else – Conduct External Benchmarking Studies Reality Test  Consider Opposite – Assume Primary Option is Wrong  Zoom In & Out – Perform Analysis Both Inside & Out  Beta Test – Incrementally Rollout Solution Attain Distance  Overcome Emotion – Detach Self from Decision-Making  Shift Perspectives – Appoint Small Independent Panels  Establish Priorities – Establish Quantitative Criteria Prepare to Change  Bookend Future – Identify Range of Good Alternatives  Set Tripwire – Establish Decision-Making Constraints  Trust Process – Honor Decision-Making Outcomes Heath, C., & Heath, D. (2013). Decisive: How to make better choices in life and work. New York, NY: Random House.
  • 28.
    28  EPIC Framework Elevation  BoostSensory Appeal – Create highly-unique experiences  Raise the Stakes – Recreate monumental societal events  Break the Script – Provide highly-personalized services Pride  Recognition – Reward people for unique accomplishments  Multiply Milestones – Create incremental stretch goals  Practice Courage – Show people how to be courageous Insight  Clear Insight – Provide simple illustrations  Compress Time – Illustrate long-term effects and outcomes  Self Discovery – Enable people to learn from experience Connection  Shared Struggle – Group or team problem solving  Synchronized Moment – Enable people to learn together  Individual Interactions – Encourage empathy and support Heath, C., & Heath, D. (2017). Power of moments: Why certain experiences have extraordinary impact. New York, NY: Simon & Schuster.  Created by Chip & Dan Heath in 2017  Model for creating positive change experiences  Special, rewards, epiphany, & interpersonal interaction
  • 29.
    Build Safety  Listen –Overcommunicate active listening  Thankful – Overdo saying thank you often  Collaboration – Create safe collision rich spaces  Experience – Select people with the right experience  Equality – Make sure everyone has a voice  Recognition – Capitalize on special moments and milestones Share Vulnerable Moments Establish Purpose  Communicate – Overcommunicate vision, goal, and objective  Humble – Resist temptation to reflexively add value  Reviews – Frequent continuous improvement retrospectives  Balance – Balance candor versus brutal honesty  Walk the Talk – Align language with action  Empower – Make the leader occasionally disappear  Priorities – Establish and rank clear priorities  Emphasize – Reiterate the highest priorities often  Impact – Identify and pursue creativity versus proficiency  Measure – Measure early and often what really matters  Reinforce – Use artifacts and other reinforcing symbols  Behaviors – Focus on stretch goals and innovative behaviors  Created by Dan Coyle in 2018  Model to create environment for change  Group safety, vulnerability, & purpose are keys 29  CULTURE CODE Framework Coyle, D. (2018). Culture code: The secrets of highly successful groups. New York, NY: Bantam Books.
  • 30.
    30 CORE Change Principles Kim,G., Debois, P., Willis, J., & Humble, J. The devops handbook: How to create world-class agility, reliability, and security in technology organizations. Portland, OR: IT Revolution Press.  Find Innovators and Early Adopters – In the beginning, we focus our efforts on teams who actually want to help—these are our kindred spirits and fellow travelers who are the first to volunteer to start the change journey. In the ideal, these are also people who are respected and have a high degree of influence over the rest of the organization, giving our initiative more credibility  Build Critical Mass and Silent Majority – In the next phase, we seek to expand the change to more teams and value streams with the goal of creating a stable base of support. By working with teams who are receptive to our ideas, even if they are not the most visible or influential groups, we expand our coalition who are generating more successes, creating a "bandwagon effect" that further increases our influence. We specifically bypass dangerous political battles that could jeopardize our initiative  Identify the Holdouts – The "holdouts" are the high profile, influential detractors who are most likely to resist (and maybe even sabotage) our efforts. In general, we tackle this group only after we have achieved a silent majority, when we have established enough successes to protect our change initiative
  • 31.
    31  Late bigbang integration increases WIP backlog  Agile testing early and often reduces WIP backlog  CI/CD/DevOps lower WIP, Cycle Time, & Lead Time Nightingale, C. (2015). Seven lean metrics to improve flow. Franklin, TN: LeanKit.  KANBAN BOARD CUMULATIVE FLOW DIAGRAM LEAD TIME & CYCLE TIME PUTTING IT ALL TOGETHER Lean & Agile Measures
  • 32.
    Sidky, A. (2008).Becoming agile in an imperfect world. Washington, DC: Agile Project Leadership Network (APLN).  Enable us to cross-the-chasm sooner or earlier  Reduce chaos associated with large-scale change  Reduce or divide the risk of change into small pieces 32 Lean & Agile Org. Change Success
  • 33.
    Objective Experiments Vision-Strategy Time Based Change-Adapt Customer Focus Relationships Leadership Talent Purpose Collaborative Communication Empowerment Improvement Continuous Iterative Operational Lightweight Disciplined Improving Automation Fewer Smaller Modular Flexible Reconfigurable Inexpensive Throwaway Software OpenSource Microservices Commercial Reusable Cloud Computing Mobile Intranet Internet Text Email Cellphone Video Workflow Narrow Flatter Networked Organic Self Organizing Cross Functional Light Governance Virtual Telepresence Outsourced Offshoring Global Leased Commercial 1 2 3 4 5 6 7 1. STRATEGIC AGILITY8. CAPITAL INFRASTRUCTURE AGILITY 2. CULTURAL AGILITY 3. PROCESS AGILITY 4. PRODUCT & SERVICE AGILITY5. TECHNOLOGY AGILITY 6. IT INFRA- STRUCTURE AGILITY 7. ORGANIZATION DESIGN AGILITY Rico, D. F. (2016). Agile businesses: A metamodel of lean and agile organizational strategies. Retrieved March 1, 2016, from http://davidfrico.com 33 Lean & Agile Organization Change
  • 34.
    34Kim, G., Debois,P., Willis, J., & Humble, J. The devops handbook: How to create world-class agility, reliability, and security in technology organizations. Portland, OR: IT Revolution Press.       Everything begins with lean & agile principles  Next step is smaller portfolio & simpler designs  Final step is modular interfaces & E2E automation     Lean & Agile Success Factors
  • 35.
    Hoque, F., etal. (2007). Business technology convergence. The role of business technology convergence in innovation and adaptability and its effect on financial performance. Stamford, CT: BTM Corporation. 35  Study of 15 agile vs. non-agile Fortune 500 firms  Based on models to measure organizational agility  Agile firms out perform non agile firms by up to 36% Fin. Benefits to ENTERPRISE AGILITY
  • 36.
    Suhy, S. (2014).Has the U.S. government moved to agile without telling anyone? Retrieved April 24, 2015, from http://agileingov.com Porter, M. E., & Schwab, K. (2008). The global competitiveness report: 2008 to 2009. Geneva, Switzerland: World Economic Forum. 36  U.S. gov’t agile jobs grew by 13,000% from 2006-2013  Adoption is higher in U.S. DoD than Civilian Agencies  GDP of countries with high adoption rates is greater High Low Low HighAGILITY COMPETITIVENESS GOVERNMENT AGILE JOB GROWTH PERCENTAGE 13,000% 0 2006 2013YEARS GOVERNMENT COMPETITIVENESS Nat’l Benefits to ENTERPRISE AGILITY
  • 37.
    37 Organizational Change SUMMARY LEADERSHIP WHOMATTERS THINK OBJECTIVELY SMALL (MICRO) CHANGES SENSE AND RESPOND (EXPERIMENTS) LISTEN, LEARN, OBSERVE (SCAN ENVIRONMENT) JUST DO IT (NO POMP, CIRCUMSTANCE, AND FORMALITY) MAKE IT SEAMLESS (VERY EASY, AUTOMATED, AND TRANSPARENT) KEEP SYSTEM AS STABLE AS POSSIBLE (DON'T MAKE TOO MANY WAVES) REINFORCE POSITIVE BEHAVIORS (REWARD PEOPLE FOR SMALL CHANGES) USE CONTINUOUS IMPROVEMENT AND MASTERY (ONE SIZE DOES NOT FIT ALL) EMPOWER OTHERS TO TAKE PERSONAL OWNERSHIP (HUMANS ARE UNSTOPPABLE) MAKE IT FUN, ENJOYABLE, PLEASANT, AND MEMORABLE (OVERDOSE ON SOFT SKILLS) BE PATIENT, CHANGE IS LIKE A GLACIER MOVING (SUBTLE, INEVITABLE, AND POWERFUL)         
  • 38.
    38 Org. Change —Mahatma Gandhi
  • 39.
     Guides tolean & agile organizational change  Illustrates key principles, concepts, and practices  Keys to applying lean ideas for successful changes 39  Organizational Change REFERENCES Patterson, K., et al. (2008). Influencer: The power to change anything: New York, NY: McGraw-Hill. Pink, D. H. (2009). Drive: The surprising truth about what motivates us. New York, NY: Riverhead Books. Heath, C., & Heath, D. (2010). Switch: How to change things when change is hard. New York, NY: Random House. Pink, D. H. (2012). To sell is human: The surprising truth about moving others. New York, NY: Riverhead Books. Heath, C., & Heath, D. (2013). Decisive: How to make better choices in life and work. New York, NY: Random House.
  • 40.
    Dave’s PROFESSIONAL CAPABILITIES 40 Software Quality Mgt. Technical Project Mgt. Software Development Methods Leadership& Org. Change Cost Estimates & Scheduling Acquisition & Contracting Portfolio & Program Mgt. Strategy & Roadmapping Lean, Kanban, & Six Sigma Modeling & Simulations Big Data, Cloud, NoSQL Workflow Automation Metrics, Models, & SPC BPR, IDEF0, & DoDAF DoD 5000, TRA, & SRA PSP, TSP, & Code Reviews CMMI & ISO 9001 Innovation Management Statistics, CFA, EFA, & SEM Evolutionary Design Systems Engineering Valuation — Cost-Benefit Analysis, B/CR, ROI, NPV, BEP, Real Options, etc. Lean-Agile — Scrum, SAFe, Continuous Integration & Delivery, DevOpsSec, etc. STRENGTHS – Communicating Complex Ideas • Brownbags & Webinars • Datasheets & Whitepapers • Reviews & Audits • Comparisons & Tradeoffs • Brainstorming & Ideation • Data Mining & Business Cases • Metrics & Models • Tiger Teams & Shortfuse Tasks • Strategy, Roadmaps, & Plans • Concept Frameworks & Multi-Attribute Models • Etc. ● Data mining. Metrics, benchmarks, & performance. ● Simplification. Refactoring, refinement, & streamlining. ● Assessments. Audits, reviews, appraisals, & risk analysis. ● Coaching. Diagnosing, debugging, & restarting stalled projects. ● Business cases. Cost, benefit, & return-on-investment (ROI) analysis. ● Communications. Executive summaries, white papers, & lightning talks. ● Strategy & tactics. Program, project, task, & activity scoping, charters, & plans. PMP, CSEP, FCP, FCT, ACP, CSM, SAFE, & DEVOPS 35+ YEARS IN IT INDUSTRY