1.
LEAN CHANGE AND
THE GANG
Dahlia BERISTÁIN GIL
2020-05-14

2.
14 MAY 2020 2
Polls

3.
Leading
Change
with
the
Change
Canvas
Today’s Session
1. Review the foundation
2. Navigate together the sections of the Change Canvas
3. Key Takeaways
4. Now what?

4.
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Introductions

5.
Kotter 8 steps of change lifecycle
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Establishing a
sense of urgency
Creating
the guiding coalition
Developing a
Vision & strategy
Communicating the
change vision
Empowering
broad-based actions
Generating
short-term wins
Consolidating gains &
producing more change
Anchoring new
approaches in the culture
Creating the climate
for change
Engaging & enabling
the organization
Implementing & sustaining
for change

6.
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Polls

7.
Lean Change key principles
Validated learning Negotiated change
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I. « Validated learning has to come from the people being affected by the change, not the
change agents themselves! »
Introduce
Prepare
Learn
II. « Recipients of any change are co-authors and co-implementers of all aspects of the change»

8.
Lean Change
The Lean Change method is for anyone who is interested in promoting the adoption
of Lean and/or agile principles within his-her team, department, BU, program, or
organization.
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Flexible
Responsive
Customer-oriented
Mindset

9.
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Discovering

10.
The Change Canvas
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1. Is a tool made up of nine sections
2. Its informal, visual, compact nature helps to engage others in negociated change
3. Helps to nurture a cocreative environment
4. Each section is responsible for articulating a key aspect of the change elements
Jeff Anderson
! Change approach inspired by Lean thinking
! Incremental change that impacts a limited
number of people

11.
Change Canvas
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Change
Participants
• Your description here
• Your description here
Urgency
• Your description here
• Your description here
Vision
• Your description here
• Your description here
Target Options
• Your description here
• Your description here
Commitment
• Your description here
• Your description here
Wins/Benefits
• Your description here
• Your description here
Communication
• Your description here
• Your description here
Success criteria
• Your description here
• Your description here
Actions
• Your description here
• Your description here

12.
Terminology
Change agent: an individual who is the initiator and catalyst for change.
Change participants: individuals who connect with the problem and urgencies
identified.
Change Canvas : suitable for changes aiming at relatively small segment of change
participants, such as a team, program, or department.
Transformation Canvas : we can use the change canvas on a very different scale, to
support planning for large-scale organizational transformations.
14 MAY 2020 12

13.
Change Canvas | Urgency, Change Participants & Vision
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Change
Participants
• Your description here
• Your description here
Urgency
• Your description here
• Your description here
Vision
• Your description here
• Your description here

14.
Urgency
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What is the challenge, or
opportunity being
addressed
Why should we act now
What is the urgency behind
the need of change?
Context first
Think big!
What space are you in?
VOC

15.
Change participants
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Leadership
Credibility Expertise
Position of
power
C L E P
Articulate challenges,
opportunities, problems
with the current situation
in a way that inspires
others
Agree upon urgency

16.
Vision
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Imaginable Desirable
Feasible Focused Flexible
Communicable

17.
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Pitfalls to avoid…
" Know your destination : agreeing on the urgency of change
" Assume nothing, clarify everything, and capture it in writing or sketching on your
change canvas
" If some aspect is open to interpretation, close that loophole up.
Going nowhere fast

18.
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19.
Change Canvas | Target options, Actions & Commitment
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Target Options
• Your description here
• Your description here
Commitment
• Your description here
• Your description here
Actions
• Your description here
• Your description here

20.
Target options
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What are the enabling
components of the target
state?
Management
practices
Technical
practices
" Behaviors
" Methods
" Team model
Being aware of
the positive
Targeted
countermeasures

21.
Actions
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What actions are needed to
get to the target options?
A B C D
Coaching Self-learning Facilitated
workshops
Mentoring
Being aware of
the positive

22.
Commitment
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Learn new
methods
Upgrade work
spaces
Eperimenting
with new ways
of working
Change agent

23.
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Pitfalls to avoid…
" Favor low-fidelity, low-formality artifacts
" Use storytelling, story mapping and simple charts to sketch suggested target
state
" Allow change participants to take ownership of the target options and actions to
encourage productivity and motivation
Trying to create a
detailed design

24.
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25.
Change Canvas | Wins/Benefits, Success criteria & Communication
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Wins/Benefits
• Your description here
• Your description here
Communication
• Your description here
• Your description here
Success criteria
• Your description here
• Your description here

26.
Wins/Benefits
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Ability
How change will impact
change participants …
Performance
" Using new methods
" Develop new habits
" Understand new
techniques
" Agile - Velocity
" Lean – Lead time

27.
Success criteria
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What a successful change
could look like?
Change participants
Customer perception
" Adoption rate
" Team morale
Improved delivery
performance

28.
Communication
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How are we going to keep
people up about progress?
Who
What
When
How
Engagement
Right things
Right language

29.
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Pitfalls to avoid…
" Regardless of who your project affects most, it is important to communicate,
collaborate, and share your progress
" Get to know your flight crew and their strengths
" Let go …Be prepared to completely rewrite most or all the sections of your
Change Canvas as you progress and readjust
Misinformation,
miscommunication, too
many agendas

30.
Change Canvas
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Change
Participants
Urgency VisionTarget Options
Commitment Wins/Benefits
Communication
Success criteria Actions
5 Why
VSM
Root-cause
analysis
CLEP
Wouldn’t be great
if…?
Change agent
capability
Ownership
Context
Wouldn’t be awful
if…?
Metaphors
What we see
ourselves doing is …
Learning
Socialize
knowledge
Ability
Performance
People
Process
Technology
Successful change
looks like this …
Learn new
methods /3h
week
Change agent
/full time Spread the
word /1h week
3W + H
Engagement

31.
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32.
Key Takeaways
1. The Change Canvas facilitates geting
collective thinking down
2. When building a Change Canvas
make sure that it is done in cocreative
fashion.
3. The Canvas is a visual way to design a
potential change plan in a compact,
concise way.
4. Any Change Canvas you prepare
ahead of time will change upon first
contact with your various change
participants and other stakeholders.
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33.
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Polls

34.
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Now what?

35.
My first Change Canvas Challenge
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" Think about an opportunity, challenge or
dilemma where the Change Canvas could be
helpful
" Build a Change Canvas to reflect your thoughts
on how this change would be realized
" Try to target a small and cohesive group of
change participants such as your team or a
smaller functional department
info@acmpquebec.org
Subject /Objet : My 1st Change Canvas Challenge

36.
2020-05-28
ACMP
Québec
« Le changement numérique et la transformation des
talents » avec Nancy Purdon
https://acmpquebec.org/chapitre-du-québec-1
2020-06-11
ACMP Québec & PMI
Montréal
Save the date! Réservez la date!
https://www.pmimontreal.org/calendrier
Save the date!
14 MAY 2020 36

37.
CODE PDU :
C0190MZPO8
1. DASHBOARD PMI GLOBAL
2. REPORT PDUS
3. PDU CLAIM CODE

38.
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Thank you!
https://www.linkedin.com/in/dahlia-beristain-gil/

39.
References & acknowledgements
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Books
" Understanding Context, Andrew Hinton, O’Reilly
" User Story Mapping, Jeff Patton, O’Reilly
" Leading Change, John Kotter, HBR Press
" The Back of the Napkin, Dan Roam, Portfolio/Penguin
" Lean from the Trenches, Henrik Kniberg, Pragmatic Bookshelf
Icons & Canvas frame are from www.infodiagram.com
« Creative slides made easy »
Interesting sites
" Tools for system thinkers
" iSixSigma
" Lean Enterprise Institute
" Mind Tools