We came up with the idea of adding the missing examples to Jason’s book.
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
- Lack of innovations
- Fear of laid back
- Customer loss/Bankruptcy
- Not enough revenue
- Keep current customers
- Bring a new product into the market
- Acquire new customers with our new product
We are an innovative company and with our products world market leader.
We will develop together with 2 to 5 customers a new product.
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.
- head of product management
- product management
- project management
- head of R&D3
- general management
- selected customers
- assigned architects and developers
- with the customer
- what’s in for him
- pain points of the current product
- feature overkill
- unspoken wishes
- one-on-one talks with the decision-makers
- talks with the staff
- valuable feedback from customers
- management buy-in
- all required data for the business plan and the technical feasibility is available
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
- 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
- contractual agreement
- 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
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
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.
During the review session we compared the outcome of the two surveys and looked for further improvements.
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.
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