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Agile Transition in Trouble? Using the Kotter Change Model as a Diagnostic Tool

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Agile Transition in Trouble? Using the Kotter Change Model as a Diagnostic Tool

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Agile transitions tend to imply organizational change. According to change expert John Kotter 70% of all major change efforts in organizations fail. Is it any wonder that so many agile transitions deliver only lukewarm results?

Agile transitions tend to imply organizational change. According to change expert John Kotter 70% of all major change efforts in organizations fail. Is it any wonder that so many agile transitions deliver only lukewarm results?

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Agile Transition in Trouble? Using the Kotter Change Model as a Diagnostic Tool

  1. 1. Agile Transition in Trouble? Using the Kotter Change Model as a Diagnostic Tool Alistair McKinnell www.valuablecode.com @amckinnell a.mckinnell@computer.org August 11 at Agile 2011
  2. 2. Leading Change: Why Transformation Efforts Fail John P. Kotter
  3. 3. Leading Change: Why Transformation Efforts Fail John P. Kotter 70%
  4. 4. 1. Establishing a Sense of Urgency 2. Creating the Guiding Coalition 3. Developing a Vision and Strategy 4. Empowering Broad-Based Action 5. Communicating the Change Vision 6. Generating Short-Term Wins 7. Consolidating Gains and Producing More Change 8. Anchoring New Approaches in the Culture
  5. 5. 1. Establishing a Sense of Urgency 2. Creating the Guiding Coalition 3. Developing a Vision and Strategy 4. Communicating the Change Vision 5. Empowering Broad-Based Action 6. Generating Short-Term Wins 7. Consolidating Gains and Producing More Change 8. Anchoring New Approaches in the Culture
  6. 6. 1. Establishing a Sense of Urgency 2. Creating the Guiding Coalition 3. Developing a Vision and Strategy 4. Communicating the Change Vision 5. Empowering Broad-Based Action 6. Generating Short-Term Wins 7. Consolidating Gains and Producing More Change 8. Anchoring New Approaches in the Culture
  7. 7. 1. Establishing a Sense of Urgency 2. Creating the Guiding Coalition 3. Developing a Vision and Strategy 4. Communicating the Change Vision 5. Empowering Broad-Based Action 6. Generating Short-Term Wins 7. Consolidating Gains and Producing More Change 8. Anchoring New Approaches in the Culture
  8. 8. 1. Establishing a Sense of Urgency 2. Creating the Guiding Coalition 3. Developing a Vision and Strategy 4. Communicating the Change Vision 5. Empowering Broad-Based Action 6. Generating Short-Term Wins 7. Consolidating Gains and Producing More Change 8. Anchoring New Approaches in the Culture
  9. 9. 1. Establishing a Sense of Urgency 2. Creating the Guiding Coalition 3. Developing a Vision and Strategy 4. Communicating the Change Vision 5. Empowering Broad-Based Action 6. Generating Short-Term Wins 7. Consolidating Gains and Producing More Change 8. Anchoring New Approaches in the Culture
  10. 10. Agile “Sweet” Spot • Cross-functional team • Co-located team • Direct business connection • Frequent releases • Solid technical practice
  11. 11. X
  12. 12. X Agile “Sweet” Spot • Cross-functional team • Co-located team • Direct business connection • Frequent releases • Solid technical practice
  13. 13. 1. Establishing a Sense of Urgency 2. Creating the Guiding Coalition 3. Developing a Vision and Strategy 4. Communicating the Change Vision 5. Empowering Broad-Based Action 6. Generating Short-Term Wins 7. Consolidating Gains and Producing More Change 8. Anchoring New Approaches in the Culture
  14. 14. 5. Empowering Broad-Based Action ! Getting rid of obstacles ! Changing systems or structures that undermine the change vision ! Encouraging risk taking and nontraditional ideas, activities, and actions 6. Generating Short-Term Wins ! Planning for visible improvements in performance, or "wins" ! Creating those wins ! Visibly recognizing and rewarding people who made the wins possible 7. Consolidating Gains and Producing More Change ! Using increased credibility to change all systems, structures, or policies that don't fit the transformation vision ! Hiring, promoting, and developing people who implement the change vision ! Reinvigorating the process with new projects, themes, and change agents
  15. 15. 5. Empowering Broad-Based Action ! Getting rid of obstacles ! Changing systems or structures that undermine the change vision ! Encouraging risk taking and nontraditional ideas, activities, and actions 6. Generating Short-Term Wins ! Planning for visible improvements in performance, or "wins" ! Creating those wins ! Visibly recognizing and rewarding people who made the wins possible 7. Consolidating Gains and Producing More Change ! Using increased credibility to change all systems, structures, or policies that don't fit the transformation vision ! Hiring, promoting, and developing people who implement the change vision ! Reinvigorating the process with new projects, themes, and change agents
  16. 16. 5. Empowering Broad-Based Action ! Getting rid of obstacles ! Changing systems or structures that undermine the change vision ! Encouraging risk taking and nontraditional ideas, activities, and actions 6. Generating Short-Term Wins ! Planning for visible improvements in performance, or "wins" ! Creating those wins ! Visibly recognizing and rewarding people who made the wins possible 7. Consolidating Gains and Producing More Change ! Using increased credibility to change all systems, structures, or policies that don't fit the transformation vision ! Hiring, promoting, and developing people who implement the change vision ! Reinvigorating the process with new projects, themes, and change agents
  17. 17. 5. Empowering Broad-Based Action ! Getting rid of obstacles ! Changing systems or structures that undermine the change vision ! Encouraging risk taking and nontraditional ideas, activities, and actions 6. Generating Short-Term Wins ! Planning for visible improvements in performance, or "wins" ! Creating those wins ! Visibly recognizing and rewarding people who made the wins possible 7. Consolidating Gains and Producing More Change ! Using increased credibility to change all systems, structures, or policies that don't fit the transformation vision ! Hiring, promoting, and developing people who implement the change vision ! Reinvigorating the process with new projects, themes, and change agents
  18. 18. 5. Empowering Broad-Based Action ! Getting rid of obstacles ! Changing systems or structures that undermine the change vision ! Encouraging risk taking and nontraditional ideas, activities, and actions 6. Generating Short-Term Wins ! Planning for visible improvements in performance, or "wins" ! Creating those wins ! Visibly recognizing and rewarding people who made the wins possible 7. Consolidating Gains and Producing More Change ! Using increased credibility to change all systems, structures, or policies that don't fit the transformation vision ! Hiring, promoting, and developing people who implement the change vision ! Reinvigorating the process with new projects, themes, and change agents
  19. 19. 5. Empowering Broad-Based Action ! Getting rid of obstacles ! Changing systems or structures that undermine the change vision ! Encouraging risk taking and nontraditional ideas, activities, and actions 6. Generating Short-Term Wins ! Planning for visible improvements in performance, or "wins" ! Creating those wins ! Visibly recognizing and rewarding people who made the wins possible 7. Consolidating Gains and Producing More Change ! Using increased credibility to change all systems, structures, or policies that don't fit the transformation vision ! Hiring, promoting, and developing people who implement the change vision ! Reinvigorating the process with new projects, themes, and change agents
  20. 20. 5. Empowering Broad-Based Action ! Getting rid of obstacles ! Changing systems or structures that undermine the change vision ! Encouraging risk taking and nontraditional ideas, activities, and actions 6. Generating Short-Term Wins ! Planning for visible improvements in performance, or "wins" ! Creating those wins ! Visibly recognizing and rewarding people who made the wins possible 7. Consolidating Gains and Producing More Change ! Using increased credibility to change all systems, structures, or policies that don't fit the transformation vision ! Hiring, promoting, and developing people who implement the change vision ! Reinvigorating the process with new projects, themes, and change agents
  21. 21. 5. Empowering Broad-Based Action ! Getting rid of obstacles ! Changing systems or structures that undermine the change vision ! Encouraging risk taking and nontraditional ideas, activities, and actions 6. Generating Short-Term Wins ! Planning for visible improvements in performance, or "wins" ! Creating those wins ! Visibly recognizing and rewarding people who made the wins possible 7. Consolidating Gains and Producing More Change ! Using increased credibility to change all systems, structures, or policies that don't fit the transformation vision ! Hiring, promoting, and developing people who implement the change vision ! Reinvigorating the process with new projects, themes, and change agents
  22. 22. XXXX What is the single biggest error people make when they try to change?
  23. 23. 1. Establishing a Sense of Urgency 2. Creating the Guiding Coalition 3. Developing a Vision and Strategy 4. Empowering Broad-Based Action 5. Communicating the Change Vision 6. Generating Short-Term Wins 7. Consolidating Gains and Producing More Change 8. Anchoring New Approaches in the Culture
  24. 24. 75% XXXXXXXXX of a company’s management is honestly convinced that business-as-usual is totally unacceptable
  25. 25. Value Stream Mapping
  26. 26. Value Stream Mapping 1. Establishing a Sense of Urgency ! Examining the market and competitive realities ! Identifying and discussing crises, potential crises, or major opportunities 2. Creating the Guiding Coalition ! Putting together a group with enough power to lead ! Getting the group to work together like a team
  27. 27. http://www.flickr.com/photos/35034353164@N01/204035414/ http://www.flickr.com/photos/34155473@N07/4132364078/ http://www.flickr.com/photos/35034353164@N01/204035414/ http://www.flickr.com/photos/51065206@N00/4728435040/ http://www.flickr.com/photos/98631670@N00/2328922730/ http://www.flickr.com/photos/9080018@N07/3840603609/ http://www.flickr.com/photos/8512982@N05/1574483850/

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