TIAS MIM Lecture Frank Willems at may 9th 2020 about Leadership and Change Management

Leadership and Change
Management
Master Information Management (MIM)
Author: Frank Willems
Date: May 9th 2020

Who is Frank Willems?
Partner digital strategy and leadership Quint,
Guest professor digital leadership and change management
TIAS School for Business and Society and Hanze University
of Applied Sciences, 2008-2018 Professor digital leadership and
social sourcing Hanze University of Applied Sciences, Co-founder of an
accredited Master Leadership at Groningen, Regatta sailor, Golfer
TIAS School for Business and
Society
Hanzehogeschool

Agenda lecture Leadership and Change Management
Part 1: Leadership and change management (09:15-10:30)
• Introduction to change management and leadership (45 minutes)
• Assignment to translate outcome of Spiral Dynamics drives Survey to personal profile in breakout space (30 minutes)
Part 2: Insight into social networks as an important pillar for leadership (11:00-12:30)
• Basic principles of social networks and TED talk Nicholas Christakis (45 minutes)
• Assignment with mapping your own social network in breakout space and plenary discussion (45 minutes)
Part 3: Team development and self organisation in relation to Spiral Dynamics values (13:30-15:00)
• Basis principles of team development and self organisation (45 minutes)
• Define relation team development and self organisation to your daily practice in breakout space (45 minutes)
Part 4: How to design a situational change plan with relation to Lean, Agile and DevOps (15:30-16:30)
• Basic principles for a situational change plan (30 minutes)
• Basics Lean, Agile, DevOps and model for Lean Agile leadership (15 minutes)
• Assignment with setting up diagnosis and choosing a change strategy (15 minutes)
Lecture 2: 11th September 2020 0915-1630
• Basic principles and practice with by class chosen leadership and change management methods and tools (Design
Thinking, Lean A3 problem solving method, Getting Things Done method, TheoryU self organisation)

The theory in this lecture is based on these books
About Change Management and Leadership

And based on research with High Performance Teams
Waarneming via onderzoek en fieldlab:
• Fysieke gesteldheid
• Zeilvaardigheden
• Neuropsychologische kenmerken
• Teamvaardigheden
TPM
scope
Scores
Data
Analyse door TPM partners en
onderzoekers Hanzehogeschool:
• Wat is het door het team te verbeteren handelingsproces?
• Hoe leren we zelf problemen op te lossen?
• Wat zijn de juiste performance doelstellingen?
• Welke kennis kan topzeilsport overdragen aan bedrijven?
Reports
Kennisproducten
• Teamrapportages
• Artikel vakbladen
• Wetenschappelijk artikel
• Kennisoverdrachtbedrijven
Verbetercyclus, rapportagesysteem
Zelforganisatiemodel en Team Performance
App
Big five persoonskenmerken
Spiral Dynamics drijfverenVienna Neuropsychologische
kenmerken
7 C’s teamwaarden
Onderzoeksmodel Team Performance Monitor
Frank Willems en Arnoud Hummel 2009-2015
Zeiler&1& Zeiler&2&
Zeiler&5& Zeiler&6&
Zeiler&4&
Zeiler&7&
Zeiler&3&
• Evaluatie team functioneren
• Gerichte Coaching
• Verbetering prestaties
Nieuwe
doelen
Results
Stadium van
teamontwikkeling
Teamaspect
Team geleid
door manager
Zelf-managing
team
Zelf-organiserend
team
Zelf governing
team
Gemeenschappelijk
doel
en strategie
Commitment
Complementaire
taken en rollen
Heldere
communicatie
Constructief conflict
Cohesie
Geloofwaardige
coaching
Dominante Spiral
Dynamics Drijfveren
kleur
Verantwoordelijkheid
management
Verantwoordelijkheid
team
Bewegingsrichting
topzeilteams
Traditionele
teams

Part 1: Leadership and change management

What’s the problem?
• Strategy development
• Planning; budgeting
• Demand management;
project prioritization
• Program and project delivery
• Run operations
• Business process
improvement
• Does not fully
embrace leadership
as primary role
• Underdeveloped
leadership and
interpersonal skills
Leading PeopleManaging Systems
CIO skills deliver suboptimal results
Underdeveloped people leadership constrains results
Source: The CIO Edge, 7 Leadership Skills, Waller, Hallenbeck and Rubenstrunk

Where to find the solution?
Leading PeopleManaging Systems
Develop Seven Leadership skills
• Commit to leadership first,
everything else second
• Lead differently than you think
• Embrace your softer side
• Forge right relationships, drive right
results
• Master communications
• Inspire others
• Build people, not systems
• Leading people
Core management
processes (e.g., strategy,
planning, program
execution, operations)
MaximizeCollaborative
Leadership
Source: The CIO Edge, 7 Leadership Skills, Waller, Hallenbeck and Rubenstrunk

The Law of Diffusion of Innovation is changing in time
Bron: Prof. Everett Rogers 1962

Change management is giving meaning
and should be discussed in interaction
Source: Learning to Change, Leon de Caluwé, Hans Vermaak

Vision on Change management
Four ways of thinking about change:
• common language: to discuss and decide about change it helps
and reduces haggling over change only happens if you..’, when
you have the same language
• viewing the issue as a whole: multiple contrasting viewpoints in
diagnosing and understanding organizations, people, issues
• acting situationally: situational choice of the ‘best’ change strategy
fitting the issue, the organization… What fits the issue? What fits
the organization?
• profession: as change agent you should be aware of your
preferred style, assumptions, limitations and bias. It offers a tool
for reflection.

In recent years we have found out how you can
mess up change management
• Create a sense of urgency
• Be managed by external advisors
• Sell a ready-made solution
• Try to manage the change
• Call it culture change
• Give people with resistance unfounded attention
• Delegate implementation to middle management
• Intervene where it is difficult
Source: Leiders in cultuurverandering, Prof. Dr. Jaap Boonstra

Team culture is not visible at first sight
Observed environment
Behavior
Group skills
Values and
Beliefs
Identity
Effects
Doing
Being able to
Believing, have a strong
opinion about
Being
Actual development takes place only when developed skills and behavior are aligned with
the values, beliefs and knowledge on the same level
Artifacts
Espoused Beliefs
and values
Basic, fundamental
underlying assumptions
Culture levels of Schein Culture levels of Bateson
Source: Organizational Culture and Leadership, Edgar Schein

Spiral Dynamics Values drive …
Values
perception
communication behavior
feelings thoughts

Spiral Dynamics model
Understanding what motivates people, teams and
organisations
Value systems
(how people think and feel)
• Effective vs Ineffective
• Predict interactions
• Diagnose and intervene
Sources: Spiral Dynamics, Don Beck & Christopher Cowan, 1996
Frederic Laloux, Reinventing Organizations

Value systems
• Not ‘kinds of people’, but values that people have;
• It’s not about ‘better or worse’ but about ‘what is the best fit’;
• Depending on context;
• Alternate individual- and group-systems;
• To understand value systems is to understand more of your own and
others’ behaviour;
• Values systems do not change fast, that’s why you can predict
behaviour (to a certain extent)

Security of the group (purple)
A group-oriënted valuesystem
• Core values: safety and security
• Forms of expression:
– Individual needs to be part of group, a ‘home’
– Pride
– Reputation
– Tradition, group customs and rituals
– Symbols, respect the past
– Leadership determined by “elder status”
– Fear to be rejected by the group

Power & energy (red)
An individual-oriënted value system
• World view: survival of the strongest
• Core values: energy and power
– Own territory, clear power-relationships
– Strong focus
– Emotion, energy
– Powerfull leadership
– Action, go! quick to act, often impulsive
– Humor
– Frustration
– ‘Own kingdom’

Order and structure (blue)
• Core values: order, stability and one-right-way
– The system is essential, not the person
– Agreements are final
– Rational, logical
– Principles, procedures and rules
– Reliable
– Strict, passive hierarchy
– Obedience to rightful authority

Success and performance (orange)
An individual-oriënted valuesystem
• Core values: success and material gain
– See chances and opportunities
– Result driven, goals, targets
– Creative search for (individual) success
– Enterpreneurial drive
– Calculating, cunning
– Informal and practical
– Competitive, want to be better
– shareholder value / profit / improvement

Community and collaboration (green)
• Core values: humanity and harmony
– Person is essential
– There is more than individual success
– Teamwork
– Care for the other person, sensitivity to human feelings
– Empathy, tolerance
– Equality and consensus
– Added value through teamwork
– ‘Cover of love

Synergy and insight (yellow)
An individual-oriënted valuesystem
• Core values: flexibility, functional
– Insight and overview
– Content is essential
– Learning and development
– Long term
– Flexible organisation forms
– Strong leadership without dominance
– Decisions based on expertise / knowledge
– Tolerance for complexity and rapid change
– Innovative answers

Holistic life system (turquoise)
A group oriënted value system
• Core values: holistic vision and focus on worldwide interests
– Sustainability
– Think global
– Broad global view on work, life and nature
– Wisdom
– Inspiration
– Spirituality and insight in interdependence

Golden
Circle
(Sinek )
Human
Needs
(Assink)
Spiral Dynamics (Graves) Seven levels of consciousness (Barrett)
Why Spiritual Turquoise; Holistic,
spiritual view on work 7 Service to humanity
Need for
develop
ment
Yellow; Integrative,
systematic, innovative,
co-creation
6
Making the
difference
How Mental Green;
Egalitation/Communitari
an, care about each
other
5
Cohesion
Orange; Oriëntation on
result and being
successfull, seeing
opportunities
Transformation
What Emotional Blue; Purposeful,
Authoritartan, doing the
job right, planning and
procedures
3 Esteem focus on
order and quality
Basic needs
Red; decisive, fun in
collaboration from a
marterial perspective
2 Esteem focused on
emotion
Fysical Purple; Informal
leadership, rituals 1
Relationship
4
‹nr.›

Golden
Circle
(Sinek)
Human Needs
type
Spiral Dynamics Culture Type
(Graves, Beck, Cowen)
Seven levels of consciousness (Barrett)
Why Spiritual Turquoise; Holistic, spiritual view
on work 7 Service to humanity
Need for
development
Yellow; Integrative, systematic,
innovative, co-creation 6 Making the difference
How Mental Green;
Egalitarian/Communitarian, care
about each other
5 Cohesion
Orange; Oriëntation on result and
being successful, seeing
opportunities
Transformation
What Emotional Blue; Purposeful, Authoritarian,
doing the job right, planning and
procedures
3 Esteem focus on order and
quality
Basic needs
Red; power, decisive, fun in
collaboration from a material
perspective
2
Esteem focused on
emotion
Fysical Purple; Informal leadership, rituals
1 Relationship awareness
4
‹
Board: How do we grow,
operate and get our
strategy realized?
How can I
serve my
customers
better?
How can we
successfully
implement new
solutions?
How do I get control
on our IT and adopt new
technologies?
Manager:
how can I
improve my
daily work?
Every role within your organization has its own
questions
Scientist: How
can we do more
innovative research?

Outcome of the Spiral Dynamics Values
Survey

Average culture type of this MIM group

Spiral Dynamics Value Survey outcome MIM group
S
B

Assignment: Discuss the Spiral Dynamics survey
outcome in breakout teams
• This assignment will take about 30 minutes groupwork
• Join the teams in the allocated breakout rooms
• Discuss the Spiral Dynamic outcomes of each member in the
breakout room by mentioning the three dominant Spiral Dynamics
drives (colours with highest values)
• What are the collective drives (team culture type) and where are the
differences?
• What can you do with these insights?
• Appoint a spokesman of your team, collect and bring the
conclusions after 30 minutes to the plenary lecture space and
mention your team conclusions to the plenary lecture

Part 2: Insight into social networks as an
important pillar for leadership

What is a network
• A network exists of a collection of actors which are connected by
‘ties’. These actors, so called ‘nodes’ can be persons, teams,
organizations and concepts.
• A social network is a social structure made up of individuals (or
organizations) called ‘nodes’, which are tied (connected) by one
or more specific types of interdependency, such as friendship,
kinship, common interest, financial exchange, dislike, sexual
relationship, or beliefs, knowledge or prestige

Social networks: LinkedIn visualisation

Relevant social network theories
• Nicholas Christakis: Our experience with the world depends on the
factual structure of our networks and all that flows in these networks
• Ronald Burt: People focus on activities within their own group and
that causes ‘structural holes’ in information flow between these
groups
• Stanley Milgram: Everyone at this earth is connected with each
other by a network of connection steps with six degres of separation.
This research was done in 1967 and in 2012 again; the separation
now will be 4,74 steps
0
6
-
0
2
-
2
0
1
5

Nicholas Christakis about social networks
Watch the TED talk at:
https://www.ted.com/talks/nicholas_christakis_the_hidden_influence_of_social_networks?utm_campaign=tedsprea
d&utm_medium=referral&utm_source=tedcomshare

Research Alex Pentland on interaction in networks
• Teams are made aware of their
interaction pattern
• Several teams measured how
energy, involvement and exploration
change through which interaction
• Common knowledge, diversity and
effective leadership are crucial
factors in high performance teams
• The better this is organized in
the team, the more a team
is capable to help others
Sources: Sociale Big Data, Alex Pentland
’The new Science of Building Great Teams, Alex Pentland, Harvard Business Review

Visualisation techniques of a social network
Triade
Network relations to you
Shared networks connections
via you and another node

Assignment: Visualize your personal social network map
and discuss this with your breakout team
• This assignment takes totally 45 minutes. Go to your allocated breakout room
• First 30 minutes collect your personal information about the most important
people in your social network. (Phone log, Favorite list, Facebook, LinkedIn,
Twitter)
• Use a visualization technique (triad, network relations or network connections)
to map out your network on a large sheet of paper
• Give meaning to the connections and mention the strong and weak ties in
your network connections
• What do you notice?
• Discuss your social network analysis in the breakout
group during the last 15 minutes
• Consciousness question: How do the people in your 'inner circle' and with a
strong relationship know that you appreciate them?
‹nr.›

Part 3: Team development and self organisation in
relation to Spiral Dynamics values

How to select a High Performance Team?
• Energy: how does it feel individual and as team?
• Engagement; What is the level of contact and communication?
• Exploration; Is the team able to challenge the status quo and is the
team ready to come with challenging ideas?
• Alex Pentland MIT: The best way to build a good team is not to select
people on their intelligence or achievement, but by learning how to
communicate and give substance to the team development so that
communication and social connection is a successful pattern.

Learning is key for High Performance Teams
• Start with observing how the team members learn
• It is necessary in extreme heavy situations to develop another mind-
set an another way of learning
• Our brain is triggering on dangers, which causes uncontrolled
reactions and defensive fighting
• High performance teams have developed another learning system:
collective desire comes first, then common aspiration and vision

Team development is a staged change journey
Forming Storming Norming Performing Adjourning
Character
• Searching
• Socializing
• Focus on group
identity
• Safe topic
• Resistance to
choices
• Lack of
participation
• Competition
• High emotions
• Developing
cohesion
• Engagement on
membership
• Engagement
and group
safety
• Group is
interdependent
• Improved
working system
• Task and
process
orientation
• Process orientation
• Translation to
value of team and
individual efforts
• Standard work
Leadershipaction
• Who’s taking
the lead?
• What are
expecatiations?
• Start with team
procedures and
instructions
• Normalizing
• Start of informal
leadership
• Search for
identity and
safety
• Development of
group learning
system
• Monitoring and
reporting system
• Improving tasks
and roles
• Natural
interventions
• Group decision
system
• Sharing,
feedback and
learning
• Developing
sustainable
change system
• Improving
feedback system
• Focus on external
value
PotentialSprial
Dynamicsvalue
Sources: Stages of Small-Group Development revisited, Bruce Tuckman, Mary Ann Jensen,
Group & organizational studies,1977
Organizational Culture and Leadership, Edgar Schein

The qualities of a High Performance Team
Based on ten years (2009-2019) researchstudy on High Performance Teams
1. They focus all on a big dream (common goal)
2. Then choose the common strategy
3. And every team member is asked for unimpeded commitment
4. Everyone know his/her responsibility
5. Open and clear communication based on trust
6. Learn from each other, learn from conflicts, learn from mistakes,
have respect for each others differences
7. Leadership and coaching will add value if the team needs extra
skills, knowledge or qualifications
Together this results in agility, self organisation and success

It is all about trust and influence
High trust; high speed, influence under control, lower costs
Lower trust; lower speed, worries and harassment not in control, higher costs
Big Dream
Common Goal
Common Strategy
Commitment
Roles/Tasks
Clear communication
Relation and respect
Leadership and coaching
Circle of influence
Circle of worry/harassment

De design of the organisation suits to the
ambition, common goal and need for change
Leadership 1.0
Team led by manager
Leadership 4.0
Self governing team
Leadership 2.0
Self-managing team
Leadership 3.0
Self-organising team
Sources: Team of Teams, Stanley McChrystal
Organizational Culture and Leadership, Edgar Schein

Evolutionary development according to Laloux
• Organizations have multiple colors / drives, which often match and are
part of evolutionary development
• Change management and transformation requires insight and
synchronization of the colors / drives
• You change by deploying the right intervention at the right level
Source: Frederic Laloux, Reinventing Organizations

Self-organization is not easy
1. Self-organization goes according to rules and structure with the
commitment of all team members:
– Deciding on the advice method
– Internal communications (Visual management and strategy deployment)
– Conflict resolution
– Allocation of roles
– Review performance
– Reward
– Removal from team / group
2. Wholeness; How to access deeper interesting issues and we ensure that
the ego is not made too big?
3. Evolutionary purpose; Predict and control is based on the idea that an
organization is a mechanical system, an organization is a living organism.
Self-organization is evolving to sense and respond
Source: Reinventing organizations, Frederic Laloux

Golden
Circle
(Sinek )
Human
Needs
(Assink)
Spiral Dynamics
(Graves)
Seven levels of
consciousness (Barrett)
TheoryU Level
(Scharmer)
TheoryU Leadership
skill
spiritual view on work Service to
humanity
Need for
develop
ment
Performing Act in conjunction with
the entire new system
systematic,
innovative, co-
creation
Making the
difference
Let arise
‘Open Will’
Prototyping
New way of acting by
connected heads,
hearth and hands
How Mental Green;
Egalitation/Communit
arian, care about each
other
Cohesion
Connect with the
source, Presencing
In contact with the
system ‘Open heart’
Seeing with fresh
eyes
‘Open Mind’
Generative listening,
collectief verbonden
Empathic listening,
releasing
andconnecting
Factual listening, see
the difference
Orange; Oriëntation
on result and being
successfull, seeing
opportunities
Transformation
Authoritartan, doing
the job right, planning
and procedures
Esteem focus
on order and
quality
Basic
needs
Listening from known
patterns
Downloading from old
patterns
Esteem
focused on
emotion
leadership, rituals
Relationship
awareness
Teal organisations
Orange organisations
Green organisations
Amber organisations
Red organisations

Golden
Circle
(Sinek )
Human
Needs
(Assink)
Spiral Dynamics
(Graves)
Seven levels of
consciousness (Barrett)
TheoryU Level
(Scharmer)
TheoryU Leadership
skill
spiritual view on work Service to
humanity
Need for
develop
ment
Performing the whole
system
Act in conjunction with
the entire new system
systematic,
innovative, co-
creation
Making the
difference
Let arise
‘Open Will’
Prototyping
New way of acting by
connected heads,
hearth and hands
How Mental Green;
Egalitation/Communit
arian, care about each
other
Cohesion
Connect with the
source, Presencing
In contact with the
system ‘Open heart’
Seeing with fresh
eyes
‘Open Mind’
Generative listening,
collectief verbonden
Empathic listening,
releasing
andconnecting
Factual listening, see
the difference
Orange; Oriëntation
on result and being
successfull, seeing
opportunities
Transformation
Authoritartan, doing
the job right, planning
and procedures
Esteem focus
on order and
quality
Basic
needs
Listening from known
patterns
Downloading from old
patterns
Esteem
focused on
emotion
leadership, rituals
Relationship
awareness
Teal organisations
Orange organisations
Green organisations
Amber organisations
Red organisations

Stage of
development
Management
aspect
Team led by manager Self-managing team Self-organising team Self governing team
Common Goal
and strategy
Commitment
Complementairy
tasks and roles
Clear communication
Constructive conflict
Cohesion
Credible coaching
Now we can build a model for team development
based on the Team Performance research
Leadership 1.0 Leadership 2.0 Leadership 4.0Leadership 3.0

Assignment: Define relation team development and self
organisation to your daily practice in breakout space
• This assignment will take about 30 minutes groupwork and 15
minutes plenary discussion
• Join the teams in the allocated breakout space
• Discuss the stages of team development in relation to Tuckman and
the Laloux definition of organization types with those two question:
1. At what stage is your daily team and organization?
2. Which qualities of a High Performance Team (management
aspects) are arranged very well at your daily team and which
are subject for improvement?
• Collect and bring the conclusions after 30 minutes to the plenary
lecture space and mention your team conclusions to the plenary
lecture

Part 4: How to design a situational change plan
with relation to Lean, Agile and DevOps

A situation Change plan is ….
Realizing outcomes and goals that you aim for
based on reason, context and philosophy,
through an influence game of actors,
by going through a trajectory in plateaus / stages / steps,
by communicating and giving meaning,
supporting and accelerating the entire process
through conscious interventions by change agents

Visualisation of a situational change plan
Diagnose with reason,
context and philosophy
Outcome and goals
Conscious interventions by change agents
Trajectory in plateaus,
stages and steps
Communicating and giving meaning
Supported and accelerating the process
New behaviour
and changed
skills and
competences
Changed
processes
and services
New ways
of collaboration
with partners
New architecture,
IT system and
data platform
Guaranteed
control
Assessment by Product owners / customer board
Coordination with Soundboard
Communication about the plan and progress
Visual management by Obeya
Enable
change
actions
Deliver or
Intervene
Measure
progress
Wave 1
3 months

Vision on Change management (repeated)
Four ways of thinking about change:
• common language: to discuss and decide about change it helps
and reduces haggling over change only happens if you..’, when
you have the same language
• viewing the issue as a whole: multiple contrasting viewpoints in
diagnosing and understanding organizations, people, issues
• acting situationally: situational choice of the ‘best’ change strategy
fitting the issue, the organization… What fits the issue? What fits
the organization?
• profession: as change agent you should be aware of your
preferred style, assumptions, limitations and bias. It offers a tool
for reflection.

There are six basic questions for the change strategy
1. What are the intended outcomes in terms of design and
management, products and processes, people and interaction?
2. What is the current state, what is the outcome of the diagnosis?
3. What is the difference between current and desired and does it
improve, renew or radically change?
4. Where is resistance, blockades and energy (individual, group and
organization)?
5. Can and do the change agents want it (vision, strength, willingness
and skills)?
6. Is it actually possible (feasible and realistic)?

Change strategies are depending on the
dominant culture type
Something changes in our organization when ...
• Bringing interests together and using positions and context (red)
• We define the results well in advance: our world is makeable and plan
able (blue)
• You know how to achieve the right fit between organizational goals
and individual goals (orange)
• People learn, change and make the new way of working their own
(green)
• Energy is released and we respond well to already existing patterns
(yellow)

6
0
First diverge and then converge
Change idea
Diagnosis Meaning
• Multiple view
• Making more complex
• ´Whole elephant´
• To search and find
• Subjective, intuitive
• Separate cause and symptoms
Focus of
issue

61
Second order change: add a colour
Typical verbs
Red Politicize, destabilize, arrange the support, decide, democratize
Blue Rationalize, (over) simplify, schematize, design, (re)solve, control, stabilize
Orange Humanisation, motivate, seduce, appreciate, to give attention, connecting people
Green Explicit, awareness, reason, learn, customize, experiment, reflect
Yellow To make complex, to boost (dynamic), add conflicts, hybridize, to give meaning,
innovate

6
2
Overview of a sample of colored interventions
- Strategy analysis
- Business process
redesign
- Auditing
- Working in projects
- Archiving
- Decision making
- Management by
Objectives
- Hygienic working
- Working with a day
planner
Blue
- Reward systems
- Managing mobility
and diversity
- Triple ladder
- Social activities
- Team roles
- Management by
speech
- Career development
- Recruitment and
selection
- Job enlargement/Job
enrichment
Orange
- Confrontation
meetings
- Third-party strategy
- Top structuring
Group
Red
Dominant
Color
- Improving quality of
work life
- Forming strategic
alliances
- Negotiations on labor
conditions
- Personal Commitment
Statement
- Outplacement
- Protégé constructions
OrganizationIndividual
Level in the organization

Overview of a sample of colored interventions
Level in the organization
Dominant
Color
Individual Group Organization
Green - Coaching
- Intensive clinic
- Feedback/Mirroring
- Teambuilding
- Gaming
- InterVision
- Open systems
planning
- Parallel learning
structures
- Quality circles
Yellow - T-Group
- Personal growth
- Networking
- Self-steering
teams
- Open space
meetings
- Making mental
models explicit
- Search
conferences
- create new rituals
and mystique
- Deconstructing
“sacred cows”

Coloured key success factors
What kind of (process-)results will you pursuit?
Red - Support is available
- The key figures are behind the decision
- Hard appointments, a good ´deal´
Blue - The output is achieved
- The plan is followed
- It is clear
Orange - People feel rewarded and taken seriously
- We can offer people a perspective
- Good cooperation
Green - People ask for feedback
- The doors and windows are open
- People want to learn and reflect
Yellow - People organize themselves across department walls
- There is energy
- Things have a different meaning than before

Every colour has it’s own change agent
Red Director of the process who encloses his power
Blue Expert project manager who takes care of formulating and implementation, but
mandated.
Orange Coaching manager, HR- or communications-expert who suggests solutions
Green Process supervisor who supports people
Yellow A pattern indicator who puts himself (or herself) on the line

Leadership and Change management in
perspective to (scaled) Agile, Lean and DevOps
way of working

Three relevant basic concepts
• Lean IT: applying Lean principles throughout the entire IT organization
• Agile: using Lean-related principles to improve software development
and improve strategy based on customer value
• DevOps: integrated concept based on Lean/Agile principles to improve
the delivery of IT products & services
Features:
• There are synergies but they also work independently
• There is NO predefined path
• The methods are not a goal in themselves, they only
help you to get somewhere
• Lean provides the basic principles for all concepts
Lean
IT
Agile/
Scrum
Dev
Ops

Agile in 2 minutes
Ways of Working
W hy Agile
To Be Agile
Experts doing all their
work, then handing over,
never looking back.
When problems arise it is
too late to rethink.
Decisions are
made continuously
and validated.
Goal
is usually met earlier
than planned.
Delivers
value in incremental
deliveries with iterative
improvements when
fin
d
ingoutwhat’s
needed.
Business
Analysis
Architecture
Development
Move towards
learning
organisation
Values
Mindset
Principles
Practices
Tools and
Processes
Less visible -
more powerful
More visible -
less powerful
Requires
structural and
cultural change
Delivers
in one Big Bang.
Analyzing and
planning without
testing and
changing the plan,
usually gives late
surprises, and
deliveries not
meeting business
goals nor user
needs.
Alldifficu lt
decisions in
the beginning.
Goal
Cost
Risk
Risk
Risk
Risk
Risk
Plan
Time
Cost
Time
Waterfall Approach Agile Approach
Waterfall -or ‘’Faith Driven Development’’ Agile -or ‘’Incremental Development’’
www.quintgroup.com
of knowledge
gets lost
in handoffs
50%
2001 - Agile Manifesto
INDIVIDUALS AND INTERACTIONS over processes and tools
WORKING SOFTWARE over comprehensive documentation
CUSTOMER COLLABORATION over contract negotiation
RESPONDING TO CHANGE over following a plan
Interaction design
Graphic design
Experimentation
over Elaborative
Planning
Interactive Design
over Big Design
up Front
Collaborative
work
over One Hero
Customer
Feedback
over Intuition
Disorder
Cynefin
Scrumishere
Learn
Measure Build
BROAD Cross-functional
Competence or
KNOWLEDGE
X-functional
Team
effectively
solving
problems
together.
Fail Fast 2
Succeed
Sooner
DEEPSpecifie
d
EXPERTISE
Sprint Backlog
User Story
Task
DoD
The awesome X-functional Team,
Co-located, with mandate to
make decisions on business-
& user value and tech solutions.
They have the competences
needed to build and ship it.
Product
Backlog
The Scrum Team Scrum Board Sprints
Product
Owner
Backend
Developer
UX
Developer Tester
Agile Coach
or Scrum Master
PO owns
the PB and
product
vision.
Prio To do Doing Done
Agile Heartbeat - Cadence
Week 1 Week 2
Daily Standups 15 min
BacklogRefin
e
ment
Sprint Planning
Sprint Goal
Review
Retrospective
Can be adapted
in command
and control
Complex
Probe
Sense
Respond
Complicated
Sense
Analyze
Respond
Good Practices
Chaos
Act
Sense
Respond
Novel
Obvious
Sense
Categorise
Respond

Connection between Lean IT, Agile, DevOps
and ITSM
DevOps
Running Lean
Product/Market Fit
(Business)
Agile (Development)
ITSM (Operations)
Lean
(End-to-End Flow)
Scrum, Kanban
(Process)
XP
(Engineering)
PrinciplesPractices
Idea Value
Development Testing Acceptance Production

Business Operations
Agile & DevOps and breaking down walls
What problems are we solving?
• IT slowness
• Lack of delivery quality
• Lack of understanding and collaboration between Dev and Ops
• Too much time spent on management, too little on innovation
… to break
down this
wall
Agile
DevOps
Development

Move fast Decentralize
Lean and Agile enterprises
use diffused authority and
flat organizational
structure (value streams)
to synchronize information
flows among different
departments, and develop
close, trust-based
relationships with their
customers and suppliers
Adapt
Moving towards Lean and Agile enterprises
Lean and Agile enterprises are
built on policies and processes
that facilitate change; they
adapt to achieve continuous
competitive advantage in
serving its customers
Lean and Agile enterprises
are fast moving, flexible
and sustainable; capable
of rapid response and
decision-making to
unexpected challenges,
events, and opportunities

Move fast, adapt and decentralize through
value stream
Autonomous collaboration structure: A system within the
organization with its own vision, mission, metrics, budget and
teams. As few dependencies as possible with other parts of the
organization.
Understanding value: Comprehension how the efforts within a
value stream contribute to customer and business value (outside-
in).
Organizing value: Value streams focus on creating added value
and minimizing waste in the end-to-end system.
Delivering value: The customer obtains value if all steps in the
value stream are executed well. The organization also gets value
from this.

Customer
obsession
Customer value is at the
center of everything we do
Flow-based
delivery
We deliver the services
to our customers in a
fluent, predictable way,
without waiting
Entrepreneurship
We take advantage of
the opportunities
instead of avoiding the
risks
Quality at the
source
We are responsible for
the quality of our own
deliveries
01 02 03 04
Value-driven
collaboration
We prioritize constantly
and work as a team to
find the best solution
Decentralized
decision-making
We fight for autonomy
and we take into account
economic factors to
organize decision-
making in the most agile
way possible
Lean and agility in
control
We use a single control
method for both
innovation and services
Continuous
learning
We are open to change
and we stimulate the
learning capacity
06 07 08 09
Lean Agile Enterprise: Design principles and
values
Engineering
mindset
We leave room for the
development of
professional skills
05
Stop starting,
start finishing
We limit the work in
progress
10

Committed
Vision
Committed Guiding
Coalition
Committed
Goals
Committed Vision
The Digital Leadership has defined its vision
for the transformation and each individual
member can tell an engaging Change Story
about why it needs to take place
Committed Guiding Coalition
The Digital Leadership sees itself as the key
change agents for the transformation. It has
identified other “Digital Champions” and
product owners who form the guiding coalition
for the change
Committed Goals
The specific goals and related measures and
performance indicators are clearly defined.
The incentive system is aligned with these
goals. A new way of visual reporting has been
implemented
Committed Plan
The transformation and communication plan is
concrete and clear for the entire organization.
The plan is based on an integrated
assessment of the current situation. The order
in which value streams will be transformed has
been committed
Each culture type has a different commitment, so leadership
and communication must be addressed situational
Committed Plan
Strongly related to the
team development
model

Activities of Lean and Agile digital leadership
Visioning
• Creating the vision and strategy for the organization based on customer
needs, purpose, values and principles
• Define the "Story" for the direction of the organization
Organizing
• Organizing personnel, capital and raw materials for the daily business in the
organization
• Building a structure that suits the job
Developing
• Recruiting, hiring and training team members; organizing the right working
conditions
• Ensure that leaders and team members continue to meet the requirements
of the organization, in relation to the value that customers demand from the
organization

Activities of Lean and Agile digital leadership
Planning
• Draw up action plans that combine unity, continuity, flexibility and precision
and that can give meaning to the work and future developments focused on
customer value with the necessary resources
• Prioritizing work with a backlog and then coordinating at different levels and
with different time horizons
Cascading
• Connecting all levels of the organization to the goals (cascade)
• Balancing and monitoring the capacity and activities of the teams,
departments, products, services and organization and aligning with the
constant prioritization
Monitoring
• Identifying areas for improvement and bottlenecks by collecting feedback,
observations (Gemba Walk) and analyzes and testing activities against
plans, policy and documentation
• Identifying and celebrating the successes of the teams and organization

Customer
value/
Employee
value
Long-term
Plan
(Hoshin
Kanri)
Planning
OrganizingVisioning
Team
Leadership Team
Value Stream
Management
Long-term
Goals
Values
Lean/Agile
Principles
Change
Story
Backlog
Management
Capacity
Planning
Units of Work Week board, Day/Kanban/Scrum board
Improvement board
KPIs
Impediment
Management
People,
Tooling
Gemba Walk
Team-building
Learning, Performance Dialog
Skills & Knowledge
Problem-solving
Daily Kaizen
Learning system
Features, Stories
Board
Domain
Tribe
Squad Team Boards
Cascading
Developing
Monitoring
Value Delivery in flow
Purpose
Portfolio wall
Performance wall
Improvement wall
Gemba Walk
The six roles of digital leadership will be filled in
situational
Spiral Dynamics culturetype

The situational change plan is a mix of hard and
soft change components
Change components
Implementatie
systemen en
technologie
Structure and
processes
Control and
governance
Leadership, behavior
and learning / training
Rationalization of IT
systems, mapping
systems and
processes
Elaborate customer
journeys, design
enterprise architecture
and operating model
Design new ways of
collaboration,
governance and
governance
Set up culture scan /
change analysis,
communication and
Obeya
Architecture
validation, selection,
sourcing applications
and platforms
Setting up a learning
environment for
developing customer
journeys
Validate business
case, prepare for
implementation of
new governance
Translate to OKRs and
personal development
plan and team
development
Stable IT portfolio
through sourcing and
knowledge assured
standards
Conduct training in
working with new
environment, attitude
and behavior
Weekly control and
improvement from
Obeya, OKR and
cascade system
Focus on desired
behavior and the
elements of the
leadership model
Changeanddevelopment
Designingandimplementing
Wave
1
Wave
2
Wave
3

Learning is key at high performance team
transformations
• Start with observing how the your employees learn, each individual has a different
learning system this can be expressed with the culture types
• Our brain is triggering on dangers, which causes uncontrolled reactions and defensive
resistance to change
• It is necessary in extreme heavy situations to develop another mind-set and another
way of learning
• High performance teams have developed a situational learning system: They are
committed to vision, goals, team and plan
Learning styleReaction on change

And a situational learning approach is essential for
implementing a digital transformation
Less complex
transformation
Complex
transformation
Less time to learn and
change available
More time to learn
and change available
Example:
Learning how to operate the
digitization at the
introduction of new
customers
Example:
Learning and implement
video chatting at customer
meetings
Chatbot
Knowledge
portal
Simple task
online
learning
Online
learning
programme
Online peer
learning
Team
based
learning
Learning
and change
support
Desk
Digital skill
development
programme
Online
coaching
Mix online
and class
learning
Design thinking
and pilot
learning labs

Example of possible interventions in digital
transformation (Dutch) 1/2
Wat is het verandervraagstuk? Mogelijke interventie Resultaat Match met cultuurtypologie
Hoe zorgen we voor een
samenhangend verhaal over
de veranderingen binnen onze
organisatie?
Purpose driven storytelling met
Doelen Inspanningen Netwerk
combineren
Alle MT leden vertellen
hetzelfde verhaal dat
gekoppeld is aan een heldere
boodschap over
verandernoodzaak en
missie/visie/doelen
Groen, geel (storytelling)
naar oranje en blauw
(Doelen Inspanningen
Netwerk)
Hoe komen we tot gedragen
requirements voor de
applicatie keuze en
platformkeuze?
Gezamenlijk ontwikkelen
klantreizen
Met een groep koplopers
worden klantreizen ontwikkeld
en getoetst met potentiële
leveranciers
Blauw valideren en
documenteren procesflows,
groen (co-creatie en
draagvlak ontwikkeling) en
geel (verdiepen in
klantvraag)
Hoe leiden we onze
medewerkers op in het werken
met de nieuwe digitale
omgeving?
Collectief leren via een platform
met leerstijlen, simulaties en
praktijkopdrachten
Gestructureerd leerplan en
door simulaties passend bij
verschillende leerstijlen met
vertaling naar
praktijkopdrachten
Groen (collectief leren), geel
(simulaties) naar blauw
(leerplatform en werken met
praktijkopdrachten)
Hoe zorgen we voor passende
leiderschapsontwikkeling voor
managers en medewerkers?
Leiderschapsontwikkeling (onze
corporate aanpak)
Consistente
leiderschapsontwikkeling,
toetsbaarheid op gewenst
gedrag
Oranje (geef richting), groen
(werk samen), blauw en
rood (realiseer de strategie)

Example of possible interventions in digital
transformation (Dutch) 2/2
Wat is het verandervraagstuk? Mogelijke interventie Resultaat Match met cultuurtypologie
Hoe weten we dat teams en
medewerkers met de juiste
dingen bezig zijn?
Structureel Obeya’s en
dagstarts/weekstarts invoeren
Op dag en weekbasis
gedegen inzicht in
voortgang, issues en
betrokkenheid teams en
medewerkers
Van groen (collectief overleg)
en visueel management naar
blauw (gestructureerde en
betrouwbare
voortgangsbewaking)
Hoe lossen we issues en
problemen op die we
onderweg tegenkomen?
Kaizen’s en A3 problem solving
(Lean)
Gestructureerde aanpak
voor oplossen problemen
Groen (gezamenlijke aanpak
binnen team en met teams),
geel (analyse kernoorzaak) en
blauw (gestructureerde
aanpak)
Hoe zorgen we dat de
processen goed worden
geïmplementeerd en goed
blijven draaien?
Optimaliseren waardestromen
en werken met Value Stream
Mapping (VSM)
Door meetbaar maken van
de waardestromen worden
issues en verspillingen
zichtbaar en kan continu
worden gemeten aan de
effecten en resultaten
Oranje (koppeling effecten uit
processen aan doelen) en
blauw (documenteren
processen en meetbaar maken
resultaten)
Hoe worden we een data
gedreven organisatie?
Data analytics ontwikkelen en
borgen
Structurele analyse van
patronen en vroegtijdig
signaleren kansen en
verbeteringen
Geel (opzetten data analytics)
en blauw (basis van
betrouwbare data omgeving en
processen)

With Operational Management and Visual
Management you will master (behavioral) change
• By visualization of group responsibility and leadership results in a
short time between problem and solution
• By Cross-functional problems to be solved
• Through a clear connection between results and goals

Visualize mission, goals and effort with the Target Effort
Network (DIN)
85
Spiral Dynamics value
per DIN aspect
Ambition
Strategic goals
Measurable
tactical goals
Efforts

86
And you will connect actions to collective commitments…

The boards build a system and give confidence
and structure to the teams and involved people
<vul de datum in: via 'Beeld' en 'Koptekst en
voettekst>
87
Daily Planbord Team
Name
Plan
Succes
Control
Reason
Improvement board Team
Cascade board
Kwaliteit Output Kosten Team
Remco
Egbert
Mohamed
Cees
André
Ma Di Wo Do Vr
Skill Matrix
Rooster
Cont. Verb.
Team:
Versie:
Datum:
Cascade ard Department
Weekly Performance board Team
Trends
Improvement
Trends

Which defies in structural day and week starts so
self-organization and ownership will become a fact

Now we can visualize the situational change
approach
Ontwerpen nieuwe
governance
Uitwerken klantreizen en
Enterprise architectuur
Selectie sourcing
applicaties en
platformen
Pilot test nieuwe
governance
Opzetten leeromgeving
voor nieuwe processen
Contracteren sourcing
applicaties en
platformen
Wekelijks sturen en
verbeteren
Opleiden in nieuwe
omgeving en gedrag
Implementeren nieuwe
applicaties en
platformen
Obeya opzetten en
koppelen aan doelen en
gewenst gedrag
Invullen persoonlijk
ontwikkelplan, OKR en
teamontwikkeling
Gericht sturen op
gewenst gedrag en
leiderschapsmodel

Growth stages and digital strategy can be
combined
Sources: IT-Capability Maturity Framework, Cobit, CMMi combined with the Antifragile theory of Nassim Taleb
Trust
Resilience
1. FRAGILE
2. ROBUST
3. FLEXIBLE
4. AGILE
5. ANTIFRAGILE
Basics in order
Directing the value chain
Digital network organization

Stage of Team Development
Teamaspect
Team led by manager Self-managing team Self-organising team Self governing team
Goal orientation
Growth stage
Digital strategy
Program plan and top down
approach
Fragile / Robust
Basics in order
Translate goals into
ownership
Flexible
Start directing the chain
Cooperation goals and self-
organization
Agile
Directing the chain
Goals determined and
coordinated in teams
Antifragile
Digital network organization
Common Goal and
strategy
Commitment
Complementairy tasks
and roles
Clear communication
Constructive conflict
Cohesion
Credible coaching
Dominant Spiral
Dynamics Values
colour
Orange
organization
Green
organization
Teal
organization
Amber
organization
Finally we can finish the team development and
leadership model and summarize this lecture

Assignment with setting up diagnosis and
choosing a change strategy
• This assignment takes 15 minutes
• Come up with a challenging change assignment in your work environment
• Try to determine with the elements of the change plan (intended goals,
diagnosis, interventions, actors) where you foresee the most bottlenecks in
making a change plan
• Why are there bottlenecks?
• What do you think would be the best change strategy?
• Plenary briefly explain your conclusions

Continued at my next lecture at September 11th
We will continue more in depth with the basic principles and practice
with a by this class chosen leadership and change management
methods and tools (Design Thinking, Lean A3 problem solving method,
Getting Things Done method, TheoryU self organisation)

TIAS MIM Lecture Frank Willems at may 9th 2020 about Leadership and Change Management

TIAS MIM Lecture Frank Willems at may 9th 2020 about Leadership and Change Management

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TIAS MIM Lecture Frank Willems at may 9th 2020 about Leadership and Change Management