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The only "best practice" for change management is accepting the un-certainty that comes with complex change. Here are some tips for how to create your own custom change management framework by picking practices from different tools and frameworks
B U I L D
ING YOU R OWN CHANGE FRAMEWORK WWW.L E A N C H A N G E . O RG
ASSESSING YOUR CHANGE RE-ORG MERGER
MASS LAYOFFS BIG BANG AGILE PILOT AGILE TEAM PILOT AGILE TEAM BUSINESS PROCESS TOOL BUSINESS PROCESS TOOL BIG SIZE OF ORGANIZATION SMALL BUSINESS PROCESS TOOL UNCERTAINTY & COMPLEXITY LOW DISRUPTION HIGH All changes are not equal. Change in large organizations causes more disruption which increases un-certainty and complexity. When implementing multiple changes, map out the relative uncertainty and complexity between changes.
PACE OF CHANGE AND rISK
TOLERANCE INDUSTRY PACE OF CHANGE STAKEHOLDERS An organization in a fast-paced industry that is constantly innovating with stakeholders that have a high tolerance for risk can get away with less formal approaches for change. - less planning upfront - focus on small experiments - more feedback-driven (reactive) - less formal reporting and process INDUSTRY PACE OF CHANGE STAKEHOLDERS Implications: constant chaos, can lead to thrashing and burnout. An organization in a slow-paced industry that takes pride in process and planning will naturally have conservative stakeholders. - focus on big up-front planning - “best practice” thinking - likes “industry standards” - formal reports, process - change team is responsible for the change, not the people Implications: nothing actually changes. Focus on process over meaningful change.
PACE OF CHANGE AND rISK
TOLERANCE INDUSTRY PACE OF CHANGE STAKEHOLDERS An organization in a fast-paced industry that is constantly innovating with conservative stakeholders. - more formal - culture confusion - mis-alignement between execs and staff INDUSTRY PACE OF CHANGE STAKEHOLDERS Implications: frustration due to inability to keep pace with the industry. An organization in a slow-paced industry that takes pride in process and planning with an action-oriented primary stakeholder. - too much focus on action - rapid and frequent changes in strategy - alienation of “voice of reason” (conservative stakeholder) Implications: culture shock, leadership style at odds with “the way things work around here”
BLAST RADIUS How is the
current hierarchy affected? Who is directly, and in-directly affected? Who has influence over who? What (and who!) is supporting or holding back the change?
CREATING YOUR TOOLKIT MORE CERTAINTY
LESS CERTAINTY - Stronger emphasis on feedback - Lean coffee: less formal approach for creating awareness and supporting people - Agile retrospectives: using feedback from people affected by the change as input into the next wave of planning - Big visualizations - More creative marketing of the change - Stronger emphasis on planning - Traditional communication (email, newsletters, intranet site) - Longer feedback loops - “Best practice” thinking CONSERVATIVE STAKEHOLDERS LIBERAL STAKEHOLDERS - More formal reporting (paper-based, intranet) - Optics of using “best of breed” can be important - More planning, less action - Big visible walls (or portable ones given logistical challenges) - Executive Lean Coffee: gives staff direct access to stakeholders - Monthly roadshows or internal conferences - Status and progress discussed at Big Visible Wall TRADITIONAL TOOLS AGILE TOOLS CUSTOM TOOLS ADKAR, McKinsey, Traditional project planning, GANNT Blast Radius, ADKAR Charts survey (not the execution framework), Impact Mapping, Change Agent networks Lean Coffee, Retrospectives, Big Visible Information Radiators, Daily Standups mix and match
ONE LAST THING… When considering
tactical execution options, ask yourself these questions: How often should the change team meet? How often should the change strategy be reviewed? How many in-progress changes should the change team work on? How often should progress be reported to sponsors and stakeholders? How will we support the change agent network? (if necessary) Those answers will help the change team: Get into a rhythm Effectively communicate with sponsors, stakeholders and change recipients Get aligned about tactics Manage the un-certainty better
OH, SORRY, ONE MORE THING!
The “best practice” is the one you create based on running experiments in your organization. Over time, you’ll learn what works and what doesn’t, given your organization’s unique attributes.
lIKE WHAT YOU SEE? "This
is a key piece of work for further advancing agile, lean and change management. It's a must read for anyone starting a transformation" - Jamie Longmuir, Agile Practitioner Lean Change Management is a collection of innovative practices for managing organizational change. It combines ideas from Lean Startup, Agile, Neuroscience and traditional change management to create a feedback-driven approach to change that can be adapted to any organization. Get the Book