LEAN CHANGE MANAGEMENT
A feedback-driven approach, Lean Change is particularly suited to fast-paced agile environments.
Lean Change is about fundamentally changing how we think about change. Change is not linear and predictable. It does not have a logical starting point. Any project, transformation, or organisation is a constantly evolving reality.
A traditional approach develops a plan from a single point of view, at a particular point in time. But by the implementation stage, the situation will have changed, and the plan is no longer up-to-date. The lack of a rigid structured change process is not necessarily the reason that many change initiatives do not succeed, but in some environments trying to apply such a model is often a cause of failure.
Lean Change helps you embrace uncertainty, accept inter-connectedness, and adapt to your organisation's reality.
A feedback-driven approach
Lean Change offers a feedback-driven approach, where the people who are impacted have input into the design of the change, rather than having it forced upon them. This 'co-creation' builds change capability into the DNA of your organisation.
The three-part model builds on, and leverages, traditional OCM thinking and practices. It is an iterative, non-linear, transparent and engaging cycle, which involves:
- Gathering INSIGHTS
- Examining OPTIONS
- Conducting EXPERIMENTS
Change agents gather insights by interacting with people in the organisation, even while executing the change.
Traditional methods including interviews, surveys and data analysis play a role, but are supplemented by innovative techniques such as: Lean Coffee sessions (using KANBAN principles); Hot Seat & Fishbowl; and Perspective Mapping.
There is no one right way to implement change - there are only options. Lean Change uses the continued gathering of insights to drive options analysis.
All options have a cost, value and impact - these are mapped for prioritising experiments.
Agile environments require rapid action. Lean Change encourages a series of small, time-bound, experiments that can be conducted, measured and analysed quickly.
The ‘experiments’ label is deliberate. Although some changes may appear simple and straightforward they can have unpredictable results and impacts. Experiments facilitate a greater level of creativity, and learning by doing. This mindset - that it is not necessary to know everything up front - helps with embracing the uncertainty that change inevitably brings.
Experiments feed back into the cycle by providing their own insights. Like all aspects of Lean Change, experiment progress, status and outcomes must be transparent and visible.
Lean Change advocates the use of big visual tools to help plan and communicate more effectively.
Canvasses can be tailored to suit the unique needs and culture of the project and organisation.
Common change canvasses include:
- Strategic (organisational/enterprise) Change Canvas
- Plan on a page (change wall) Canvass
- Team Change Canvass
- Organisational Renovation Canvas
Most canvasses incorporate a KANBAN board. They encourage engagement and conversation, helping to build alignment and understanding.
A Unique Toolkit
Lean Change enables you to broaden the tools at your disposal.
Combining techniques and models from Agile, psychology, Lean Startup, Organisational Development and neuroscience - with an underlying foundation of traditional Change Management thinking - creates a framework that is more effective than each of the individual ideas in isolation.