Architecture is a fixture in software and building construction. What can we, as change agents, learn about how to apply architecture to organizational change?
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Thinking Like a Change Architect
1. TOOL S FOR
ARCHI T EC T I N G
CHANGE
JASON LITTLE
WWW.L E A N C H A N G E . O RG
@JASONLITTLE
2. WITHOUT ARCHITECTURE…
“Most software today is very much like an
Egyptian pyramid with millions of bricks piled on
top of each other, with no structural integrity, but
just done by brute force and thousands of
slaves.” Alan Kay
http://simplicable.com/new/101-quotations-for-enterprise-architects
3. …MISTAKES CAN BE COSTLY
Designed for 20 floors,
Expanded to 47 floors during construction,
Oops, forgot to re-architect the elevators to
accommodate the extra floors!
http://gizmodo.com/the-builders-of-this-spanish-skyscraper-forgot-the-elev-1065152844/1065886340
5. AND WHEN IT DOESN’T WORK…
AH!! CHANGE RESISTANCE!
…BUT 70% OF CHANGES FAIL ANYWAY!
“THOSE PEOPLE” DIDN’T EXECUTE THE
PLAN WELL ENOUGH!
http://cf.geekdo-images.com/images/pic502808.jpg
6. IT’S NOT A SKILL PROBLEM…
http://www.cheapcollegedegrees.net/wp-content/uploads/2012/10/skills.jpg
7. IT’S A MINDSET PROBLEM
OUTDATED THINKING ABOUT CHANGE
DOESN’T APPLY IN TODAY’S DIGITAL WORLD
http://colleendilen.com/wp-content/uploads/2014/06/Where-complacent-brands-go.png
8. THINK LIKE AN ARCHITECT
ASPIRATIONS AND VISION
FIND THE BEST BUILDINGS MOST RELEVANT MODELS
EXPLORE IDEAS
VISUALIZE
ADD MEANING
“Think Like an Architect” - Hal Box
9. VISUALIZE THE OBJECTIVE OF YOUR CHANGE
“As cOACHES,OUR VISION IS TO HELP MANAGERS CROSS THE CHASM AND BECOME SERVANT
LEADERS!”
http://colleendilen.com/wp-content/uploads/2014/06/Where-complacent-brands-go.png
10. FIND THE MOST RELEVANT BEST BUILDINGS MODELS
FEEDBACK-DRIVEN
EXECUTION MODELS
COMPLEXITY MODELS
(STACY MATRIX)
NON-LINEAR CHANGE
FRAMEWORKS
LINEAR AND PLAN-DRIVEN MODELS NEED NOT APPLY
http://colleendilen.com/wp-content/uploads/2014/06/Where-complacent-brands-go.png
11. EXPLORE, BE VISIBLE AND TWEEK!
START SIMPLE
COST: NOT JUST $$$, ALSO
TIME AND EFFORT!
VALUE: ALIGNS WITH
ORGANIZATION’S GOALS? IS
IT WORTH DOING?
PRIORITIZE YOUR CHANGE
EXPERIMENTS
12. EXPLORE, BE VISIBLE AND TWEEK!
WORRY ABOUT COMPLEXITY
LATER
HOW HARD IS THIS PROCESS TO
CHANGE?
WHAT’S AFFECTED?
HOW CERTAIN ARE WE?
WHAT WILL LIKELY WORK?
WHAT COULD GO WRONG?
MAP YOUR CHANGE
EXPERIMENTS HERE!
THE PROCESS IS EASY TO
CHANGE BUT THE QA AND DEV
GROUPS WON’T AGREE
WE’VE NEVER TRIED THIS
BEFORE!
THE PMO HATES STATUS
REPORTS! STAND-UPS WILL
WORK!
13. SEQUENCE CHANGE BASED ON DIFFICULTY OR…
MORE DIFFICULT TO CHANGE
EASIER TO CHANGE
EEEEK, CHAOS!
…HOWEVER YOU DESIRE!
BUT KNOW THAT SEQUENCING
MATTERS
INTENTIONAL DISRUPTION
CAN BE A GOOD IDEA
REQUIRES SHORTER FEEDBACK LOOPS
GENERATE QUICK WINS
HELPS KEEP MOTIVATION UP
DISAGREEMENT
TRUMPS
CERTAINTY
“GOOD” PAIN
UNSURE OF OUTCOME, BUT
ALIGNED ON GOALS AT LEAST!
14. VISUALIZE YOUR CHANGE WORK
INSIGHTS OPTIONS EXPERIMENTS
BLOCKED
THEME PREPARE IN PROGRESS REVIEW
COMMUNICATION
AWARENESS
TRAINING
ABANDONED!
SUPPORT
HOW WE WORK
15-minute standup, 3x per week
Weekly Insights review
bi-weekly Options review
bi-weekly retrospective
quarterly change canvas refresh
IMPORTANT NOTES
15. ADD MEANING
WHY IS THIS CHANGE IMPORTANT TO
THE ORGANIZATION?
HOW WILL IT MAKES THINGS BETTER
FOR OUR PEOPLE?
16. MEASURE THAT MEANING
HAPPINESS INDEX
MEASURE HAPPINESS OVER TIME
FIND LEADING AND LAGGING
INDICATORS OF CHANGE
17. THINK LIKE A CHANGE ARCHITECT LEANCHANGE.ORG
VISION
MODELS
WHAT DOES THIS CHANGE
MEAN TO US? OUR PEOPLE?
VISUALIZE EXPLORE
MEANING
WHAT IS OUR VISION?
WHICH MODELS MATCH
OUR CONTEXT?
OPTIONS - COST/VALUE
TRADEOFF
BIG, VISIBLE WALLS
TO MANAGE THE CHANGE
18. lIKE WHAT YOU SEE?
“Jason artfully synergizes organization change
theory and practice, lean startup, canvases, metrics,
Kanban, and more…into a humanistic, holistic way
to go about working with people to transformation
themselves, teams and organizations.” - Ellen
Gottesdiener
Lean Change Management is a collection of innovative
practices for managing organizational change. It
combines ideas from Lean Startup, Agile, Neuroscience
and traditional change management to create a
feedback-driven approach to change that can be
adapted to any organization.
Get the Book
19. WANT TO SEE MORE?
BUILDING YOUR OWN CHANGE
FRAMEWORK
(SLIDESHARE)
APPLYING LEAN STARTUP TO CHANGE
(SLIDESHARE)
TOOLS FOR NAVIGATING COMPLEX
CHANGE
(SLIDESHARE)
EXECUTING CHANGE PROJECTS WITH
AGILE PRACTICES
(SLIDESHARE)