The Cone of Change - Manoel Pimentel (keynote)

The Cone of Change - Manoel Pimentel (keynote)

• 1.
  Of Change The Cone Manoel Pimentel AgileCoach @manoelp manoel.pimentel@elabor8.com.au
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  CHANGE
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  “Organisational change combinesinner shifts in people’s values, aspirations, and behaviours with “outer” shifts in processes, strategies, practices, and systems.” Peter Senge
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  Old Thinking New Behaviour Thinking Behaviour CHANGE
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  Tolerance
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  High Tolerance
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  Old Thinking New Behaviour CHANGE Thinking Thinking Thinking Thinking Thinking Behaviour Behaviour Behaviour Behaviour Behaviour Behaviour Behaviour Behaviour Thinking Behaviour Thinking Thinking Thinking Thinking Thinking Behaviour Behaviour Behaviour Behaviour Behaviour Behaviour Behaviour Behaviour
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  Old NewCHANGE Thinking Thinking Behaviour Thinking Behaviour Thinking Thinking Thinking Thinking Thinking Behaviour Behaviour Behaviour Behaviour Behaviour Behaviour Behaviour Behaviour Few leftovers
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  Old NewCHANGE Thinking Thinking Behaviour Thinking Behaviour Thinking Thinking Thinking Thinking Thinking Behaviour Behaviour Behaviour Behaviour Behaviour Behaviour Behaviour Behaviour Few leftovers LowResistance
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  Low Tolerance
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  Old Thinking New Behaviour CHANGE Thinking Thinking Thinking Thinking Thinking Behaviour Behaviour Behaviour Behaviour Behaviour Thinking Behaviour Thinking Thinking Thinking Thinking Thinking Behaviour Behaviour Behaviour Behaviour Behaviour Behaviour Behaviour Behaviour
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  Old Thinking New Behaviour CHANGE Thinking Thinking Thinking Thinking Thinking Behaviour Behaviour Behaviour Behaviour Behaviour Thinking Behaviour Thinking Thinking Thinking Thinking Thinking Behaviour Behaviour Behaviour Behaviour Behaviour Behaviour Behaviour Behaviour Many leftovers
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  Old Thinking New Behaviour CHANGE Thinking Thinking Thinking Thinking Thinking Behaviour Behaviour Behaviour Behaviour Behaviour Thinking Behaviour Thinking Thinking Thinking Thinking Thinking Behaviour Behaviour Behaviour Behaviour Behaviour Behaviour Behaviour Behaviour Many leftovers High Resistance
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  “People do notresist change; people resist being changed.” Peter Senge *
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  “People do notresist to adopt new behaviours(or thinking); people resist to abandon the old ones. Manoel Pimentel ;-)
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  Change = Decision
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  Decisions Are Emotional, Not Logical
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  Emotional Response
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  Threat Reward
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  Agile is aMindSet!
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  Agile is aMindSet!
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  Agile is aMindSet! That's why we fail
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  Why? How? Convince me!I want learn ;-) Uncertainty Lack of Self-Confidence Change Decision-Making (avoid/adopt) More changeable Less changeable Coachability Play the Game OwnershipBackfire Motivations/Beliefs Competencies Cynic Skeptic CoachingforChange Push Pull
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  A new strategy
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  elabor8think sharp Impact ofchange/transformation Organisational effort
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  elabor8think sharp Impact ofchange/transformation Organisational effort Behaviours and Practices Capabilities and Structures Mindset level 1 level 2 level 3
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  elabor8think sharp Agile Scrum XP FD D SAFe LeSS Nexus DAD Kanban
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  elabor8think sharp Where canwe start?
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  elabor8think sharp
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  elabor8think sharp SCRUM KANBANvs
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  elabor8think sharp
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  elabor8think sharp Focus onthe essential
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  elabor8think sharp FLY
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  elabor8think sharp Learn rapidlyfrom the results A basic behaviour to start the Agile journey Focus on achieving a small goal You can improve the next cycle
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  elabor8think sharp Focus on achievinga small goal Learn rapidly from the results You can improve the next cycle FLY = Continuous Improvement
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  elabor8think sharp Focus on achievinga small goal Learn rapidly from the results You can improve the next cycle # No specific roles required # No training required # Works with the current structure # No constraints regarding artifacts # Fostering small batches # Lightweight and short meetings FLY = Continuous Improvement
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  elabor8think sharp # Capturethe Lead Time # Measure flow efficiency # Continuous improvement around flow measurement (FLY) Behaviours and Practices Quick Wins
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  elabor8think sharp Project Continuous Improvement(FLY) around Flow Measurement
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  elabor8think sharp Impact ofchange/transformation Organisational effort Behaviours and Practices Capabilities and Structures Mindset level 1 level 2 level 3
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  elabor8think sharp # Agileroles to support the optimisation # Reorganise the roles to avoid bottleneck-effect # Improve the management of dependencies with others projects/products # Deliver business impact Capabilities and Structures
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  elabor8think sharp Impact ofchange/transformation Organisational effort Behaviours and Practices Capabilities and Structures Mindset level 1 level 2 level 3
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  elabor8think sharp Eliminate wasteAmplify learning Decide as late as possible Deliver as fast as possible Empower the teams Build integrity in See the whole * 7 Lean Principles Mindset
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  elabor8think sharp Impact ofchange/transformation Organisational effort Behaviours and Practices Capabilities and Structures Mindset level 1 level 2 level 3
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  “In a changeeffort, culture comes last, not first.” John Kotter “A culture truly changes only when a new way of operating has been shown to succeed over some minimum period of time.”
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  Impact of change/transformation Organisationaleffort Short Term Long Term
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  stabilised culture there's NO
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  “transformation” the may never happen
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  Hacking the system
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  MVI
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  Minimum Viable Improvement
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  Impact of change/transformation Organisationaleffort MVI
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  … it’s ajourney of continuous learning Thanks :-)
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  manoelp