20 Tips to implement and rollout Organisational Change Projects

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20 Tips to implement and rollout
Organisational Change Projects
Michael Tarnowski
Arthur John Picton: https://www.flickr.com/photos/arthurjohnpicton/4383221264/in/faves-58564123@N05/

Change is inevitable
compassrose_04 https://www.flickr.com/photos/compassrose_04/7321975372
Change is inevitable
Change is a process
Change is not an event
Change never stops
Change is continuous

Organisations aren’tr any different than People
…because people/employees are fundamental to
organisations!
Heather Gold: https://www.flickr.com/photos/subvert/4419653281/in/faves-58564123@N05/

Organisations are difficult to change
Luis Vilanova https://www.flickr.com/photos/32951050@N05/3204345416/
It’s difficult to change organisations since it’s difficult to
change employees

Fear to Change
Rubén Díaz Alonso https://www.flickr.com/photos/outime/3974810429/
Employees fear Change

Resistance to Change
Rubén Díaz Alonso https://www.flickr.com/photos/outime/4250568447/
Employees resist Change

Problems of Organisational Change
In Organisational Change Projects
you are confronted with
• Resistance
• Fear
• Loss of Trust
• No-Commitment
• Resignation
• …
Kevin Dooley https://www.flickr.com/photos/12836528@N00/3166121241/
Here are 20 tips how to cope with this

Realistic Schedule
photosteve101 https://www.flickr.com/photos/42931449@N07/6812481635
1. Have a realistic Schedule
Don’t under-estimate the effort
Implementing Change takes 1-2
years at least (see John Kotter’s phase
model)
Acclimatisation time (with further
marketing the change): 1 year
Harvesting the new culture &
benefits after 3 years
Don’t accept management wish-
thinking

Assistance and Guidance
Lara Cores https://www.flickr.com/photos/57375589@N05/13056506394/
2. Offer at all levels your Assistance and Guidance
Help with Assistance and Guidance
Walk your talks! – as manager,
coach, or consultant be present
Support the frontline actively with
engagement, knowledge and
technology in all improvement
activities
Explain unmovable constraints
Remove impediments
Allocate resources needed

Personal Vision – Shared Vision
2. Create Shared Visions by valuing Personal Visions
Elvin https://www.flickr.com/photos/25228175@N08/6105804458/
Respect and value employee's
Personal Vision
Personal Visions defines their
identity, attitudes, behaviours,
empathies, and resistances.
Create Shared Visions
Shared Visions build Collective
Identity
Match Change’s objectives with the
employee's Personal Visions
Identify resistance and blockers as
fast as possible
Use LEGO Serious Play workshops to
develop Shared Visions correlating with
employees vision and change initiative
objectives

Trust
Nick Ford https://www.flickr.com/photos/23000678@N05/2208787413/
4. Assure employees to trust and to be trusted
An Organisation has always to fulfil
the Trust of employees
Because employees trust in them!
Involve all who have needs
Show improvement actions on all
operational levels transparently
Align and engage change with the
business
Motivate with giving confidence and
responsibilities
Allow mistakes

Transparency
Nina Matthews https://www.flickr.com/photos/21560098@N06/6722653055/sizes/l/
5. Be always transparent on all levels
Show Transparency as much as
possible:
Show progress / results all-time
Communicate success, problems,
and failure
Make all data highly available
(whiteboard at a prominent place)
Involve at all levels employees in
detailing high level change
objectives to their needs
Establish feedback cycles and
discussion forums

Commitment
Prasanth Chandra https://www.flickr.com/photos/35092241@N03/6028269649/
6. Strive for Mutual Commitment
You get no Commitment from
management top-down-orders only
It’s a 2-side coin: if you are not
committed yourself, you get no
commitment
Build commitment on
• Trust and Transparency
• Motivation (on individual, team, and
department / management level)
• Embedding in decisions all
involved
• Showing everybody the personal
benefits and values
• Creating “Small World Networks”
spreading connections feature-
driven

Process Engineering Group w/ Change Agents
David Wall https://www.flickr.com/photos/dwonderwall/3340589299/in/faves-58564123@N05/
Process Engineering Group –
core team driving the Change.
Vertical and horizontal representatives
of all teams/depart. involved
Supports actively on all levels
employees in finding objectives,
implementing, and rollout change
Change Agents – promoting and
multiplying the Change
Representatives of all management
levels
Some of them should be part of the PEG
Agile Coach:
Systemic supervision by an Agile mind
set
7. Establish active community to drive, support, and
promote Change at the frontline

Active Management Attentation
Adam Cohn https://www.flickr.com/photos/adamcohn/2828556478/in/photostream/
8. Call for Active Management Attentation
At all levels
• Involve employees in detailing
the high level change objectives
• Give employees room for
feedback
• Let employees contribute in
improvements of activities,
artefacts, processes, and
procedures

Communicate
Marc Wathieu https://www.flickr.com/photos/88133570@N00/4074440716/
9. Communicate! Communicate! Communicate!
Communicate! Communicate!
Communicate!
• …success stories as well as
failures
• …constraints, objectives, goals
• …motivation and benefits
• …time lines and schedules

Value Stream and Business Alignment
Clint McMahon https://www.flickr.com/photos/89932500@N00/5747876912/
10. Align change activities on Value Stream and Business
Value (of the change) is pertinence
of usage the change brings to
frontline
Identify waste using Games and
Retrospectives (Innovation Games)
Assess projects and teams in terms
of
• …creating flow by eliminating
waste.
• …needs / business value /
importance
Select “pilot projects” for change
activities / artefacts according to
business needs and value stream

Create Value
Billy Wilson https://www.flickr.com/photos/32132568@N06/4804943273/
11. Think Lean. Deliver Value: Build-Measure-Learn
Establish reliable metrics and
reporting cycles
Don’t over-enginieer
Ship directly usable artefacts
time-boxed and incrementally
Use, evaluate, and improve all
shipped artefacts immediately:
Build-Measure-Learn (Lean-Startup-
Cycle)

Have Impact
Conan https://www.flickr.com/photos/conanil/2254568863/sizes/o/
12. Create Impact at all levels
Spread across that your grass is
greener – use the domino effect:
“Let me join your team!”
Give employees room for feedback
Let employees experience
improvements personally –
“Continuous Improvement Process”
Engage enthusiastically supportive
employees
Reward by giving responsibilities or
status – not by money

Create Experimentation Culture
Paolo Lottini https://www.flickr.com/photos/12215612@N06/6119908332/
13. Create Experimentation Culture
Prototype / Test all improvement
ideas – even the smallest one – at
frontline
Keep test teams small (3ppl)
Test repeatedly often
Constantly remove guesswork
Be metrics driven – choose one
Make all data highly available
Allow failures – tests can fail!
Encourage employees’ engagement

Challenge Employees
14. Challenge and Engage Employees
Get enthusiastic support and buy-in
upfront
Assign neutral facilitator(s) to
assure everyone will be heard
Use engaging collaboration formats
and facilitation (Open Space, Barcamp,
Fish-Bowl, World Café, Innovation Games,
Agile Games, LEGO Serious Play)
Create Declarations of
Understanding
Celebrate successes
Richard Parmiter https://www.flickr.com/photos/parmiter/2521273890

Energise Employees Emotionally
Plays-In-Business: “Agile Games Evening 2012” – Photos: Tobias Cieplik
15. Find solutions in a Playful Way
Playing
• …addresses emotionally
• …energises with fun
• …motivates by heart
• …commits easily
• … connects people and goals
• … transfers goals and objectives
• … opens creativity quickly via
metaphors, pictures, symbols, story
telling

Agile Rollout Policies
Mykl Roventine https://www.flickr.com/photos/myklroventine/7911487006/in/photostream
16. Think Agile. Establish Rollout Policies
Implement artefacts with daily
feedback loops in core team
(24hrs)
Release artefacts in directly usable
increments in 2wks sprints
Define retrospective intervals
Define success criteria (“Definition of
Done”)

Lean Change Canvas
Feggy Art https://www.flickr.com/photos/victius/4868893727/in/faves-58564123@N05/
17. Monitor Progress metrics-driven
Monitor Change initiative progress
with Lean Change Canvas metrics:
• Urgency, Change Recipients,
Vision
• Communication, Success
Criteria, Target State
• Required Investments (effort),
Wins

Scaling Change
santacroce https://www.flickr.com/photos/86131800@N00/1335971537/
18. Scale the Change
Use same agile rollout policies in
the line as in core team:
• Incremental releases (24hrs/2wks)
• Build-Measure-Learn
frontline
team 1
frontline
team 2
frontline
team 3
frontline
team 4
Team coaches
Core team
(Process Engineering Group)
Agile Coach

Retrospectives
Kevin Lau https://www.flickr.com/photos/87473264@N00/767491038/
19. Create Learnings regularly
Use Retrospectives (i.e. regular team
meetings after 4-6 sprints each) to:
• “Inspect & Adapt” – reflect with core
team and others involved their way of
working, and how to continuously
improve
• identify and commit actions to be done to
improve
• empower teams and improve the team
productivity
• increase product quality
• identify impediments
• collect learnings
• adapt to changing objectives and
requirements
4 Questions:
1. “How are we doing?”
2. “What's going well?”
3. “What's not going well?”
4. “What steps can we take to improve?”

Offer Alternatives
20. Forget about pleasing everybody: Offer Alternatives
rabiem22 https://www.flickr.com/photos/rabiem/8398594857
You can’t get all on the bandwagon
Permanent motivating, explaining,
and convincing people pressures
you and slows down the
transformation
Show employees not willing to
follow Alternatives / Exit
strategies to the change:
• moving to new teams /
departments with same mind
sets
• telework opportunities
• early retirements
• cancellation agreements
• pay employees to quit (Zappos,
Amazon)

Questions? – Comments? – Being Interested?
Drop me a note:
info@plays-in-business.com
Or call me: +49-172-6915261

 Trained Innovation Games Facilitator
 Trained LEGO Serious Play Facilitator
 Management 3.0 certified Facilitator
 Certifed Scrum Master, Agile Coaching
 ISO 15504/Automotive SPiCE Assessor
 Requirements Engineering & Management
consultancy
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20 Tips to implement and rollout Organisational Change Projects

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20 Tips to implement and rollout Organisational Change Projects