Lean Change Management - チーム・組織に変化を起こす！オリジナルのチェンジ・フレームワークを構築する方法

LEAN CHANGE
MANAGEMENT
LEANCHANGE.ORG

鹿嶋康由ニュースペリング
ステファン

7 7
Worker
Happiness
Capability to
Innovate
Ability to
Complexity

© Copyright JTI 2018
PLAN-DRIVEN FEEDBACK-DRIVEN
LEAN CHANGE
MANAGEMENT
CO-CREATE CHANGE
PEOPLE-FIRST
ADAPTABLE
CONTINUAL PLANNING AND
EXECUTION
CAUSE, AND PURPOSE
CREATED BY ‘CHANGE TEAM’
PROCESS-FIRST
NOT ADAPTABLE
PLAN->EXECUTE->CLOSE
URGENCY
CHANGE
PROJECTS
ADKAR
KOTTER’S 8-
STEPS
CAP (CHANGE
ACCELERATION
PROCESS)

Welcome to the information age

Welcome to the digital age?

Welcome to the creative age?

Welcome to the creative age?
Welcome to the transformation age!

WHAT IS LEAN CHANGE MANAGEMENT?
“
“
CHANGE IS INEVITABLE
https://hbr.org/2018/01/how-likely-is-your-industry-to-be-disrupted-this-2x2-matrix-will-tell-
you
“Learning and innovation go hand in hand. The
arrogance of success is to think that what you did
yesterday will be sufficient for tomorrow.”
William pollard

CHANGE OR DIE!
• Organizations are dying at an alarming
rate!
http://csinvesting.org/2012/01/06/fortune-500-
extinction/

Can a change model
prevent this?

OUR BRAINS VALUE
CERTAINTY
• Today’s popular change ‘models’ are
linear in nature
• We get stuck following a method
• Being ‘reactionary’ feels like ‘firefighting’
• Sometimes false certainty is better than
no certainty
https://davidrock.net/publications/
1950
Plan
Execute
Close
•
•
•
•

BUT SOME SAY
CHANGE FAILS
• 1995 - Kotter
• 1998 - Turner and Crawford
• 2005 - Prosci
• 2008 - McKinsey
• 2011 - Standish and Poor
http://www.agilecoach.ca/2012/11/27/evolving-change-
management/
70%
What do you think about the 70%
number?

Agile Change Failure
•Failure to Change the Organisational Culture
•Resistance to Change
•Lack of Skills
•Lack of Management Support
Source: Version one Annual State of Agile Report

How to deal with middle/senior managers and
colleagues in staff functions is in all likelihood the most
challenging issue you will face in a transformation.
- Frédéric Laloux,
Reinventing Organizations

CHANGE
MANAGEMENT
• Tries to fix the problem with more
standards and process

HUMAN
RESOURCES
• Tries to fix the problem with
performance management

AGILE
• Tries to fix the problem by making
people change their mindset

“We don’t need frameworks;
We need fun and fireworks!”
- Jurgen Appelo

First Follower: Leadership Lessons
from a Dancing Guy
https://www.youtube.com/watch?v=hO8MwBZl-Vc
https://www.youtube.com/watch?v=fW8amMCVAJQ

Innovation Adoption Curve model
http://en.wikipedia.org/wiki/Diffusion_of_innovations

PLAN-
DRIVEN
FEEDBACK-DRIVEN
LEAN CHANGE
MANAGEMENT
CO-CREATE CHANGE
PEOPLE-FIRST
ADAPTABLE
CONTINUAL PLANNING AND
EXECUTION
CAUSE, AND PURPOSE
CREATED BY ‘CHANGE TEAM’
PROCESS-FIRST
NOT ADAPTABLE
PLAN->EXECUTE->CLOSE
URGENCY
CHANGE
PROJECTS
ADKAR
KOTTER’S 8-
STEPS
CAP (CHANGE
ACCELERATION
PROCESS)

AND ADD DASHES OF…
• Lean Startup
• Brain science
• Complexity thinking
• Social change theory
BUILD
MEASURE
LEARN
§
§
§
§

INSIGHTS
• What organizational norms exist?
• What do you need to know before
experimenting?
• What approach for change would work
best?
• What is the organization’s natural pace
of change?
leanchange.org/insights
WATER COOLER
SURVEYS
MEETINGS
OBSERVATION
INTERVIEWS
•
•
•

OPTIONS
• What could we do?
• What tradeoffs will we make?
• What are we not going to change?
leanchange.org/option
s
COST
VALUE
•
•
•

EXPERIMENTS
• What will we do?
• What do we think will happen?
• How long until we see results?
• How much planning do we need?
• Review: what happened?
leanchange.org/experiments
•
•
•
•
•

LEAN CHANGE
MANAGEMENT
• Feedback-driven approach to change
• Adaptable to your context
• Non-linear or prescriptive
leanchange.org/lcm
•
•
•

Co-Creation and Participation
Through transparency

Workshop
Create your own Change
Canvas

(1) Exercise
Choose one Change Management Project
at your table.
(You can use dot voting: Everyone has three votes, and
the one with the most votes wins)
•
• :
• 3

(2) Create your Change Canvas, Example:
Change Vision: In 6 Months ...
Supporting Factors for the Change Factors Against the Change
Insights:
▪ How to make use of the supporting factors?
▪ How to reduce the factors against the Change?
▪ What tasks/steps help you to reach the vision?
Options Prepare Introduce (Doing) Review
Cost
Value
/
/

(3) Fill your Canvas
Change Vision: In 6 Months ...
Supporting Factors for the Change Factors Against the Change
Insights:
▪ How to make use of the supporting factors?
▪ How to reduce the factors against the Change?
▪ What tasks/steps help you to reach the vision?
Options Prepare Introduce (Doing) Review
Cost
Value
• /
•
§ /

(4) Exercise
Review your Canvas
▪ What needs to be added?
▪ What could be removed?
▪ What would you change?
§
§
§

TIPS FOR USING
CANVASES
• Review them quarterly (or when it makes
the most sense!)
• Alignment is a continual process
• Perspective matters (change people,
sponsors, managers, execs, staff)
• Lean Coffee promotes dialogue
(leanchange.org/leancoffee)
leanchange.org/canvases
a L a
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Lean Change Management - チーム・組織に変化を起こす！オリジナルのチェンジ・フレームワークを構築する方法

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Lean Change Management - チーム・組織に変化を起こす！オリジナルのチェンジ・フレームワークを構築する方法