This document discusses principles for managing change in the 21st century. It begins by outlining tools and models that are now available but were not 17 years ago. It advocates moving beyond overly relying on single best practices from the 20th century. The document then presents five principles for introducing and developing Lean-Agile approaches in an organization: 1) Start with needs, 2) Agree on outcomes, 3) Keep the agenda for change visible, 4) Manage options and test assumptions, and 5) Organize for clarity, speed and mutual accountability.

1. A proud member of the
Managing change
in the 21st century:
What we know & where we must do better
Copyright © 2017 Agendashift™ (a trading name of Positive Incline Ltd).All rights reserved.
Mike Burrows – founder, Agendashift
Email: mike@agendashift.com
Twitter: @asplake, @agendashift & @KanbanInside
Home: www.agendashift.com

2. A proud member of the
Managing change
in the 21st century:
What we know & where we must do better
@asplake #agendashift
• Tools and models not available to us 17 years ago
• 20th century ideas we should leave behind
• Principles for introducing & developing Lean-Agile self-consistently

3. Imagine…
Everyone able to work consistently at their best:
• Individuals, teams, between teams,
across the organisation
• Right conversations, right people,
best possible moment
• Needs met at just the right time

4. Imagine…
Everyone able to work consistently at their best:
• Individuals, teams, between teams,
across the organisation
• Right conversations, right people,
best possible moment
• Needs met at just the right time
Q1: What obstacles are in your way?

5. Imagine…
Everyone able to work consistently at their best:
• Individuals, teams, between teams,
across the organisation
• Right conversations, right people,
best possible moment
• Needs met at just the right time
Q2: What would you like to have happen?

6. Imagine…
Everyone able to work consistently at their best:
• Individuals, teams, between teams,
across the organisation
• Right conversations, right people,
best possible moment
• Needs met at just the right time
Q3:Then what happens?

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Discovery Exploration Mapping Elaboration Operation

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Discovery Exploration Mapping Elaboration Operation

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Discovery Exploration Mapping Elaboration Operation
Organising for clarity and speed

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Agree
Urgency
Negotiate
Change
Validate
Adoption
Verify
Performance Complete
Adopted
Rejected
Valuable
FeasibleUsable
Discovery Exploration Mapping Elaboration Operation
Organising for clarity and speed
– from fail fast to reject fast

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Discovery Exploration Mapping Elaboration Operation
Source: David J. Anderson, ESP compared to Kanban Method
http://djaa.com/esp-compared-kanban-method
Organising for clarity and speed
Replenishment/
commitment meeting
Standup meeting
Delivery planning
meeting
Service delivery review
Strategy
review
Operations review
Risk
review

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Discovery Exploration Mapping Elaboration Operation
Framing and refining your experiments

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We believe that
(actionable change) ____________________________
will result in
(meaningful outcome) ____________________________.
If successful, we might expect to see
(observable impact) ___________________________
___________________________
___________________________.
Discovery Exploration Mapping Elaboration Operation
Framing and refining your experiments

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Change:
Owner: Mentor:
Context / scope: Aligned to objective:
(owner)
Copyright © 2016-2017 Agendashift (a trading name of Positive Incline Ltd)
This A3 template by Mike Burrows of Agendashift (a trading name of Positive Incline Ltd) is licensed under the Creative Commons Attribution-ShareAlike 4.0
International License. To view a copy of this license, visit http:/ / creativecommons.org/ licenses/ by-sa/ 4.0/ deed.en_US.
We believe that
will result in
If successful, we might expect to see
Hypothesis Risks
Downside (to be invalidated/ mitigated) Upside (to be nurtured)
Pilot experiments (new A3s)
Directly impacted Other stakeholders & influencers
Assumptions & dependencies
People Insights
Assumptions to be validated Dependencies to be resolved
Discovery Exploration Mapping Elaboration Operation
Framing and refining your experiments
www.agendashift.com/resources
Hypothesis
Assumptions &
Dependencies
People
Risks
Pilot
Experiments
Insights

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Change:
Owner: Mentor:
Context / scope: Aligned to objective:
(owner)
Copyright © 2016-2017 Agendashift (a trading name of Positive Incline Ltd)
This A3 template by Mike Burrows of Agendashift (a trading name of Positive Incline Ltd) is licensed under the Creative Commons Attribution-ShareAlike 4.0
International License. To view a copy of this license, visit http:/ / creativecommons.org/ licenses/ by-sa/ 4.0/ deed.en_US.
We believe that
will result in
If successful, we might expect to see
Hypothesis Risks
Downside (to be invalidated/ mitigated) Upside (to be nurtured)
Pilot experiments (new A3s)
Directly impacted Other stakeholders & influencers
Assumptions & dependencies
People Insights
Assumptions to be validated Dependencies to be resolved
Change:
Owner: Mentor:
Context / scope: Aligned to objective:
(owner)
Copyright © 2016-2017 Agendashift (a trading name of Positive Incline Ltd)
This A3 template by Mike Burrows of Agendashift (a trading name of Positive Incline Ltd) is licensed under the Creative Commons Attribution-ShareAlike 4.0
International License. To view a copy of this license, visit http:/ / creativecommons.org/ licenses/ by-sa/ 4.0/ deed.en_US.
We believe that
will result in
If successful, we might expect to see
Hypothesis Risks
Downside (to be invalidated/ mitigated) Upside (to be nurtured)
Pilot experiments (new A3s)
Directly impacted Other stakeholders & influencers
Assumptions & dependencies
People Insights
Assumptions to be validated Dependencies to be resolved
Change:
Owner: Mentor:
Context / scope: Aligned to objective:
(owner)
Copyright © 2016-2017 Agendashift (a trading name of Positive Incline Ltd)
This A3 template by Mike Burrows of Agendashift (a trading name of Positive Incline Ltd) is licensed under the Creative Commons Attribution-ShareAlike 4.0
International License. To view a copy of this license, visit http:/ / creativecommons.org/ licenses/ by-sa/ 4.0/ deed.en_US.
We believe that
will result in
I f successful, we might expect to see
Hypothesis Risks
Downside (to be invalidated/ mitigated) Upside (to be nurtured)
Pilot experiments (new A3s)
Directly impacted Other stakeholders & influencers
Assumptions & dependencies
People Insights
Assumptions to be validated Dependencies to be resolved
20th century hangover:
Over-reliance on single best practices
Discovery Exploration Mapping Elaboration Operation

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Obvious
ComplicatedComplex
Chaos
(disorder)
Discovery Exploration Mapping Elaboration Operation
Comfort zones?

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Discovery Exploration Mapping Elaboration Operation
Organising outcomes (not solutions)

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Discovery Exploration Mapping Elaboration Operation
Organising outcomes (not solutions)

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Discovery Exploration Mapping Elaboration Operation
How
Options, assumptions
Organising outcomes (not solutions)
Mission
Purpose
Prompts
Outcomes
Themes
Outcomes
Impact
Impact

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Discovery Exploration Mapping Elaboration Operation
What, who, why
Outcomes, approaches
How
Options, assumptions
Organising outcomes (not solutions)
Accomplishments
Outcomes
Objectives
Goals
Ambition
Values
Prompts
Outcomes
Mission
Purpose
Prompts
Outcomes
Themes
Outcomes
Impact
Impact

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Agreeing on outcomes
Prescriptive Generative

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1.1 Our delivery process and the work items currently in progress within
it are easily visible to all involved and interested parties
2.2 We maintain a clear separation between work currently in progress
and work still under consideration
3.1 We work with those whose needs we are meeting in order to
understand, shape, and size potential work before we commit to
delivering it
4.3 We continue to own work items until the customer confirms that
their needs are being met
5.2 We understand the performance of our delivery system in sufficient
detail to make timely decisions, to set appropriate expectations, and
to focus our improvement efforts
6.1 Together, we strive to meet customer needs, improve our delivery
systems, and develop new capabilities; in all three pursuits we are
appropriately recognised, supported, and rewarded

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15-minute FOTO
From ObstaclesTo Outcomes –
as many as you can generate in 15
minutes, using only clean questions and
the client’s own words
@asplake #agendashift #cleanlanguage
Is there a relationship between X andY?
What would you like to have happen?
(Obstacle)
(When X)
Then what happens?
What happens
before X?
What kind of X?
Is there anything
else about X?
What is happening
when X?

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@asplake #agendashift
1.1 Our delivery process and the work items currently in progress within
it are easily visible to all involved and interested parties
2.2 We maintain a clear separation between work currently in progress
and work still under consideration
3.1 We work with those whose needs we are meeting in order to
understand, shape, and size potential work before we commit to
delivering it
4.3 We continue to own work items until the customer confirms that
their needs are being met
5.2 We understand the performance of our delivery system in sufficient
detail to make timely decisions, to set appropriate expectations, and
to focus our improvement efforts
6.1 Together, we strive to meet customer needs, improve our delivery
systems, and develop new capabilities; in all three pursuits we are
appropriately recognised, supported, and rewarded
What would you like to have happen? Then what happens?

25. A proud member of the
@asplake #agendashift
Discovery Exploration Mapping Elaboration Operation
Agreeing on outcomes

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@asplake #agendashift
Discovery Exploration Mapping Elaboration Operation
Establishing shared ambition

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Discovery Exploration Mapping Elaboration Operation
Establishing shared ambition
Imagine…
Everyone able to work consistently
at their best:
• Individuals, teams,
between teams,
across the organisation
• Right conversations,
right people,
best possible moment
• Needs anticipated,
met at just the right time
Imagine…
You’re celebrating!
• Meaningful accomplishments,
objectives, goals
• Celebrating with the people you
achieved it with
• Recalling how you were
stretched and why it was
worth it

28. True North
Everyone able to work consistently at their
best:
• Individuals, teams, between teams, across
the organisation
• Right conversations, right people, best
possible moment
• Needs anticipated, met at just the right time
Principles
1. Start withneeds
2. Agree onoutcomes
3. Keep the agenda for change visible
4. Manage options, testingassumptions
5. Organise for clarity, speed, and
mutual accountability
Copyright © 2015-2017 Agendashift™. All rights reserved.
Agendashift is atrading nameof Positive Incline Ltd.
@asplake #agendashift
Discovery
• Remember the future
• True North
• 15-minute FOTO
• Clean Language
Exploration
• 15-minute FOTO
• Clean Language
• Cynefin
Mapping
• (User)Story Mapping
• Reverse STATIK
• Impact Mapping
• X-Matrix
Elaboration
• Cynefin
• Hypothesis-based change
• Lean Startup
• A3
Operation
• Lean Startup
• Kanban
• Scrum
Obstacles
Outcomes
• Short, medium,
& longterm
• Ambition
Obstacles
Outcomes
• Actionable
• Thematic
Priorities
Approaches
• Direct, linear,
iterative, exploratory
Outcomes
Themes
Priorities
Options
Assumptions
Experiments
Outcomes
• Impact
Situation
• Objectives
• Goals
• Organisation
• Ways of working
• Needs
Continuoustransformation
• Delivery process
• Adaptability process
• Alignment
• Mutual accountabilities
• Decision making
• Leadership
Mission, purpose, identity
Dissatisfactions & frustrations
Strategy models
Agendashift™values-based
delivery assessment
• Values
• Prompts
Agendashift™values-based
adaptability assessment
• Values
• Prompts

29. True North
Everyone able to work consistently at their
best:
• Individuals, teams, between teams, across
the organisation
• Right conversations, right people, best
possible moment
• Needs anticipated, met at just the right time
Principles
1. Start withneeds
2. Agree onoutcomes
3. Keep the agenda for change visible
4. Manage options, testingassumptions
5. Organise for clarity, speed, and
mutual accountability
Copyright © 2015-2017 Agendashift™. All rights reserved.
Agendashift is atrading nameof Positive Incline Ltd.
@asplake #agendashift
Discovery
• Remember the future
• True North
• 15-minute FOTO
• Clean Language
Exploration
• 15-minute FOTO
• Clean Language
• Cynefin
Mapping
• (User)Story Mapping
• Reverse STATIK
• Impact Mapping
• X-Matrix
Elaboration
• Cynefin
• Hypothesis-based change
• Lean Startup
• A3
Operation
• Lean Startup
• Kanban
• Scrum
Obstacles
Outcomes
• Short, medium,
& longterm
• Ambition
Obstacles
Outcomes
• Actionable
• Thematic
Priorities
Approaches
• Direct, linear,
iterative, exploratory
Outcomes
Themes
Priorities
Options
Assumptions
Experiments
Outcomes
• Impact
Situation
• Objectives
• Goals
• Organisation
• Ways of working
• Needs
Continuoustransformation
• Delivery process
• Adaptability process
• Alignment
• Mutual accountabilities
• Decision making
• Leadership
Mission, purpose, identity
Dissatisfactions & frustrations
Strategy models
Agendashift™values-based
delivery assessment
• Values
• Prompts
Agendashift™values-based
adaptability assessment
• Values
• Prompts

30. A proud member of the
@asplake #agendashift
Discovery Exploration Mapping Elaboration Operation
1. Start with needs
2. Agree on outcomes
3. Keep the agenda for change visible
4. Manage options, testing assumptions
5. Organise for clarity, speed, and mutual accountability

31. A proud member of the
@asplake #agendashift
Discovery Exploration Mapping Elaboration Operation
1. Start with needs
2. Agree on outcomes
3. Keep the agenda for change visible
4. Manage options, testing assumptions
5. Organise for clarity, speed , and mutual accountability

32. A proud member of the
@asplake #agendashift
Discovery Exploration Mapping Elaboration Operation
1. Start with needs
2. Agree on outcomes
3. Keep the agenda for change visible
4. Manage options, testing assumptions
5. Organise for clarity, speed, and mutual accountability
Agree
mutual accountability
(Understanding)

33. A proud member of the
@asplake #agendashift
Discovery Exploration Mapping Elaboration Operation
1. Start with needs
2. Agree on outcomes
3. Keep the agenda for change visible
4. Manage options , testing assumptions
5. Organise for clarity, speed, and mutual accountability
needs
outcomes
options assumptions

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@asplake #agendashift
leanpub.com/agendashiftwww.agendashift.com/resources
• 15-minute FOTO cue cards
• AgendashiftA3 template
• Featureban game
• …and more
www.agendashift.com/reading
www.agendashift.com/partner
www.agendashift.com/linkedin
www.agendashift.com/slack
@asplake #agendashift