The document discusses change management and transformation. It provides an overview of the Innovation Vortex model and how it can be applied to change management. It discusses different models for leadership in change, including the differences between change leadership and change management. It then walks through each step of the Innovation Vortex model - from empathizing and defining problems to ideating solutions, building prototypes, testing ideas, and learning from the process. Key aspects of evaluating and improving change initiatives are also summarized.
3. At the end of this session, you will…
Know how the Innovation Vortex applies
to Change Management
Know the most relevant models for
leadership in change and transformation
4. Change Leadership vs. Change Management
https://www.lifehack.org/674254/leadership-vs-management-is-one-better-than-the-other
Management is a job
(system-oriented)
Leadership is a role
(people-oriented)
Manage the system, lead the people!
5. Innovation Vortex
Who said this only
applies to customers?
Companies must keep
reinventing themselves,
therefore this applies to
your business too.
Contextualize (Frame)
Empathize
(Discover)
Synthesize
(Define)
Hypothesize
(Ideate)Externalize (Build)
Sensitize
(Test)
Systematize
(Learn)
6. The 7 streams of the Innovation Vortex
Wrapping up
Transformation
7. How do you choose which
domain to focus on? How do
you decide what is in-scope
versus out-of-scope?
Contextualize
(Frame)
8. Photo by Taylor Harding on Unsplash
Photo by Sharon McCutcheon on Unsplash
Change Transformation
Redefinition of yourselfModification of yourself
9. Keep in mind
that different
stakeholders will
have different
motivations.
https://agilevelocity.com/article-metrics-in-agile-how-to-measure-transformation/
Employee Engagement: More satisfied and committed workers
Continuous Improvement: Ability to gain efficiency and effectiveness
Innovation: Development of new ideas, products, and solutions
Customer Satisfaction: Better experiences for users and clients
Market Responsiveness: Faster pivots to respond to new demands
Productivity: Better cadence of delivery and business decisions
Speed: Bringing ideas and features faster to the market
Quality: Better matching the minimum expectations of users
Predictability: Less variance, more business value, at reduced costs
Start with Why
11. Change and
transformation
happen at
different levels
https://www.leanability.com/en/blog-en/2017/04/flight-levels-the-organizational-improvement-levels/
Flight Levels for Organizational Improvement
12. How far are we with the change or transformation?
https://jurgenappelo.com/how-to-change-the-world/
https://en.wikipedia.org/wiki/Diffusion_of_innovations
13. The change/transformation context
Why are we changing or transforming?
Which organizational levels are involved?
Which lifecycle stages are involved?
How far are we in the change or transformation?
14. How do you work to understand
people’s experiences? How do
you try to uncover their needs
and feelings?
Empathize
(Discover)
19. Make allies, not enemies
Photo by Tanushree Rao on Unsplash
For every impacted worker,
answer the question,
“What’s in it for me?”
20. Many workers suffer from
learned helplessness
Photo by Clay LeConey on Unsplash
21. How do you come up with ideas to
address the problems? How do
you brainstorm about solutions?
Hypothesize
(Ideate)
22. “Where do we start?”
Photo by Nathan Dumlao on Unsplash
B = f(P,E)
Behavior depends
on personality and
environment
23. Five ways of
tweaking the
environment
Don’t change the person, change the environment
https://jurgenappelo.com/how-to-change-the-world/
24. Another good
categorization of
of things-to-do as a
change manager
https://jurgenappelo.com/how-to-change-the-world/
https://www.prosci.com/adkar/adkar-model
ADKAR® Change Management Model
25. Find role models that
found themselves in
a similar situation.
Photo by Andreas Dress on Unsplash
26. How do you build
prototypes for
possible solutions?
How do you prepare
iterative releases for
experiments?
Externalize
(Build)
27. Start small, grow big
https://www.goodreads.com/book/show/583785.The_Systems_Bible
John Gall
“A complex system that works
is invariably found to have
evolved from a simple system
that worked. A complex system
designed from scratch never
works and cannot be patched
up to make it work. You have to
start over with a working
simple system.”
30. How do you check
how people respond
to your ideas? How
do you validate the
experiments?
Sensitize
(Test)
31. Customer interactions
Implemented suggestions
NPS, Fit for Purpose
Retention, referrals
Work
Output
Outcome
Impact
Measure the change or transformation
Warning!
Targets for leading
metrics may have
unintended
consequences for
lagging metrics.
Leading
Lagging
32. Everything is connected
Watch out for hidden
dependencies and
unintended consequences!
Photo by Khara Woods on Unsplash