Change Management


Involve everyone who is part of the change with Lean Change Management

 



Lean Change Management is a feedback-driven approach to change management inspired by the best ideas from Agile, Lean Startup, Change Management and Design Thinking.

  Why change?
  Why need change?
  What is the direction of change?
 

For over half a century, organisational change management exists as a discipline for its own, lectured at any business school. Albeit, these change approaches have their tremendous drawbacks. John Kotter, Professor Emeritus at Harvard Business School stated that 70-80% of all organisational change initiatives fail: people react with resistance and denial, nor the change is sustainable, after a certain time, people return to the old status quo.

What are the characteristics of these approaches and why do they imply these weaknesses? Here is a list of in my opinion the most relevant ones (the order does not imply any prioritisation).

  • Change is often run as a Blame Game. — The traditional approaches are “deficit-based”: they identify problems, they analyze what’s wrong and how to fix it, they plan, and then take corrective actions. But change is not necessarily corrective. Change is adaptive.

  • Business change narratives do not bridge the motivation gap between leaders and employees. — Either what kind of business narrative most organisations consistently tell as change stories, what the managers care about does not tap into roughly 80% of the employee’s primary motivators for putting extra energy into the change program. Align management goals and motivations with the employees. 
    Google showed in their famous two studies Project Aristotle and Project Oxygen how important psychological safety is for team effectiveness as well in motivational alignment at the team and at the management level. At the same time, these studies showed how team effectiveness differ tremendously in Google company culture style from traditional business school thinking.

  • Insufficient Involvement of the People Affected. — Any change story told by change leaders has to cover all aspects to motivate the workforce. However, there is has much more impact, to let the employees tell the story. Treat people as Adults!

  • Traditional Change is rolled out in a Big-Bang approach. — Conventional change approaches often start from a pre-existing change solution based on a particular problem set and business domain requirements typically specified by the executives of the organisation. The change itself is implemented by a Big Bang roll-out, using upfront design, and static plans.

  • Change is Disruptive. — Change can have a tremendous effect on the person asking to change. Change always disrupts the status quo.

  • Change has no Start and End Points. — Traditional change initiatives realise change as a kind of project with particular start and endpoints. They are plan-driven and revolutionary: at their end is the final roll-out (big bang). They assume change can be controlled and managed with upfront planning. However, change never stops. Change is continuous. Change is evolution. Change is life.

Paradox of Change. — The less mature an organization is, the deeper its performance drop will be once the change starts. Paradoxically, the less mature the organization is, the less tolerant the organisation will be for this performance drop. This “paradox of change” almost guarantees that any organization that requires a Big Change will not be able to successfully execute this change and will end in suboptimal outcomes. 

The first problem that arises in the transformations is the lack of involvement, participation, transparency and a predictive roadmap that in most cases cannot be addressed or fulfilled. Lean Change Management generates involvement, co-creation, transparency, visual change and collaboration in the generation of change to align all those involved from the beginning, changing people's motivation.
 
  • What is Lean Change Management
  • Agile & Change Management
  • Alignment
  • Ecosystem of change 
  • Experiments
  • People
 
 
 
From 2014 5 Universals of Change emerged that help change agents balance a push-and-pull approach to change. 

What would happen if you looked at change differently?

Face-to-Face

We take on extra effort to have face-to-face dialogue wherever possible.

Assumptions

We use Lean Startup thinking to validate our assumptions about the change before executing on it.

Sensemaking

When people don’t agree, we facilitate powerful conversations to help people make sense of their context so they can agree on a course of action.

Personal Safety

We make it safe for people opposed to the change to give their honest feedback.

Organizational Perspective

We understand and can clearly articulate why the change is important to the organization.


As Official Trainer in Lean Change Management, consult or contact to have the best advice or to take a Lean Change Management Workshop with me. I help to develop a new modern change in your company to involve everyone who is part of the change.