All posts by Thomas Bär

Leading Change

Introduction

Mindmap Change
What means change to us?
Target Group and its Needs
Target group: Change Agents and its needs

We started with a short introduction of the method in the book Lean Change by  and discussed what change mean to us and to whom we would like to dedicate our work.

We came up with the idea of adding the missing examples to Jason’s book.

By exploration of the Lean Change Cycle with an intense example from a strongly regulated environment we started filling  out the Change Canvas1 and worked then on the full-blown change cycle.

Lean Change Cycle
Lean Change Cycle taken from: http://leanchange.org/resources/lcm/

In the end we saw that without having an audio trail it will not be possible to understand the example in total so that we spend our remaining time on two additional examples.

Working with Examples

After understanding the method we practice in two groups with one  detailed change example each:

  • Develop a product for a big company in agile setup
  • Make salaries in the company transparent

We also try what will fit better, filling in the canvas first or start with the Lean Change Cycle.

Develop a Product in an Agile Setup

Change Canvas

Urgency

  • Lack of innovations
  • Fear of laid back
  • Customer loss/Bankruptcy
  • Not enough revenue

Target State

  • Keep current customers
  • Bring a new product into the market
  • Acquire new customers with our new product

Vision

We are an innovative company and with our products world market leader.

Actions

We will develop together with 2 to 5 customers a new product.

Hypothesis

We assume that working on a new product (MVP2) with our customers will keep our current customers on board and will bear great ideas for more new products to come. We will measure this by collecting feedback for our new product and will so see the basic willingness for the switch.

Recipients

  • head of product management
  • product management
  • project management
  • head of R&D3
  • general management
  • selected customers
  • assigned architects and developers

Communication

  1. with the customer
    • what’s in for him
    • pain points of the current product
    • feature overkill
    • unspoken wishes
  2. one-on-one talks with the decision-makers
  3. talks with the staff

Success Criteria

  • valuable feedback from customers
  • management buy-in
  • all required data for the business plan and the technical feasibility is available

Required Commitments

    • management
    • customers

Benefits

For all: viability/prospects
Customer: pain relieves/wish fulfilled, prevention of migration costs, better service
Management: cope with financial risk, see the potential of the enterprise, better collaboration
Staff: professional growth

Make salaries in the company transparent

Insights

  • small company (ca. 30 employees, 1 CEO, 2 sales, 2 general manager, 3 technician, 20 developer)
  • rare salary negotiations
  • non-transparency in terms of company numbers
  • risk of loosing staff members
  • salary is a taboo topic
    • justification
    • contractual agreement
    • appreciation

Options

  • free distributable team budget
  • set a salary for themselves
  • appreciation beyond salary
  • make financial figures transparent
  • ask for staff opinion on salary transparency
  • equalize salary first and make it transparent afterwards
  • make salaries voluntarily transparent
  • make salaries transparent immediately
  • same salary for all

Experiment

Prepare

Hypothesis

We assume that by introducing a free team salary budget we resolve the problem of people leaving the company and will gain benefit  of people staying  with the company which we will measure by an employee survey

MVC
Problem
Benefit
Measure

Introduce

In a pilot team we mad an employee survey. After answering all the questions we gave the team a budget of 5000 EUR to be distributed on their own rules between the team members.

After 2 month we came back to the team and did the survey again to see what has been changed so far.

Review

During the review session we compared the outcome of the two surveys and looked for further improvements.

Closing

It seems to us that it does not really matter what you fill out first, the canvas or the cycle both ways lead to the same result, get all the information you need, spot the options and then start the MVC4 experiment.

Special thanks

Sabine Canditt, Annette Harder, Susanne Kreis, Matthias Mühlhausen, Karl Kollischan, Akbar Salimi for being such a great team


1Strategic Change Canvas
2Minimal Viable Product
3Research and Development
4Minimal Viable Change