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Using Lean Startup Techniques - ACCCA13 Sessions

Using Lean Start-Up Techniques to Run Agile Transformations (Jason Little, LeanIntuit)

  • How to bring energy back to your corporation
  • Lean Start-Up
    • Idea -> Build -> Measure -> Learn
    • Need to validate your idea. Its not enough to get “Yeah that’s a cool idea”… you need people to give up something of value (eg. Money, or time, or …)
    • There is no starting point to change … its constant.
    • It starts with one person…
    • In Organizational Development terms, need to build a bridge to get from where to are to transformed organization in steps over time. (In this case Agile transformation)
    • Start with insights … listen to feedback, +ve and -ve
      • Use Agile Retrospectives to get feedback
      • OCAI - Organization development assessment model.
      • Gallup’s 12 questions to measure organizational engagement
      • Use an existing change management or organizational development group within HR, or elsewhere? You don’t have to start with IT or R&D groups.
      • Look for specific goals and desired results -> You don’t want Agile transformation, you want things like fewer defects or faster cycle time or reduced dev costs.
    • Look at options, identify leverage points
      • High cost, high value - vs - Low cost, high value - vs - Low cost, some value
      • Small behaviour changes, local changes may be easier and still effective
    • MVC - “Minimum Viable Change”
      • What’s the smallest change we can introduce to get us towards where we want to go?
      • What’s problematic is what’s a small change to one person may be a huge change to someone else.
      • “The Real Options” movement (15 years old)
      • For your specific objectives, identify options.
      • May have to “poke the system” - do experiments to see what works and what doesn’t
        • “Rogers Adoption Curve” - who are the innovators … identify the innovators and work with them. work with the innovators to effect change
        • e.g. - ran a “Lean Workshop” to draw out the innovators.
        • “Community of Practices” started popping up all over the place.
      • each MVC will have a set of options.
    • Create stage - design of experiment, formulate hypothesis, make the change, measure the result.
    • Learn - what did we learn from this change? Did we validate our hypothesis?
      • Did it work or not? Did we get buy in?
      • Validate the change, before mass introduction
    • Perspective Mapping
      • will have varying perspectives depending on role or group.
      • hold multiple specific perspectives meetings and explore what makes various sub-groups happy
        • what’s makes managers happy may make staff miserable, and vice versa.
        • a role of the coach is to facilitate the process and draw out perspectives.
      • Retrospectives: e.g. took a 4 point questionnaire from different roles, and shared across roles
        • How happy are you coming into work after the change?
        • Are you “Sad”, “Happy”, “Mad” (use happy faces) about each change
    • Options: What are our options?
      • Brainstorm ideas - what are some things we can do to make those things better
      • e.g. Budgeting - have 3 weeks to determine budget & scope - make a process change to have managers do this and shield the team
    • “Swim with the current, and not against it, whenever possible”
    • Read Spotify PDF on how they work
    • Look a “Sphere of Influence” … can be a diagram … go for things that are within your sphere of influence.
      • Direct sphere of influence - people on your transformation team, and you are working with.
      • Next level is people you can influence from those in your direct sphere of influence.
    • Eg … made access to a report through a Bit.Ly link, and measured who actualized used it
    • Business Model Canvas (BMC) in Lean Start-up -> Kotter’s 8 step model for change http://www.kotterinternational.com/our-principles/changesteps/changesteps http://www.businessmodelgeneration.com/canvas http://en.wikipedia.org/wiki/Business_Model_Canvas
      • eg. Change, Target State, Urgency, Who are we asking to change, benefit (at the top)
      • Change plan at the bottom… Idea, build, measure learn.
      • “Change is not linear, you cannot schedule and budget for change” - did not try to always fit into a specific timebox. And if people gave a huge negative reaction, they would back-off.
      • Would do this for every change they thought was disruptive
    • At a team level would use the Toyota Kata “impowered board” http://www.amazon.com/Toyota-Kata-Managing-Improvement-Adaptiveness/dp/0071635238
    • An alternative to BMC “The best way to understand something is to try to change it”
  • A valid change may not be an Agile transformation … that’s OK… as long as it makes the organization run better.
  • Lean Change
    • 80% complete
  • Studies show change projects have a 30% success rate … over the last 2 decades, using multiple methods.
  • ADKAR method http://www.change-management.com/tutorial-adkar-overview.htm

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