the cone of change - manoel pimentel (keynote)
TRANSCRIPT
CHANGE
“Organisational change combines inner shifts in people’s values, aspirations, and
behaviours with “outer” shifts in processes, strategies, practices, and systems.”
Peter Senge
OldThinking
NewBehaviour Thinking Behaviour
CHANGE
Tolerance
High Tolerance
Old
Thinking
New
Behaviour
CHANGE
ThinkingThinking
ThinkingThinking
Thinking
Behaviour
Behaviour
BehaviourBehaviour
BehaviourBehaviour
Behaviour
Behaviour
ThinkingBehaviour
ThinkingThinking
ThinkingThinking
Thinking
Behaviour
Behaviour
BehaviourBehaviour
BehaviourBehaviour
Behaviour
Behaviour
Old NewCHANGE
Thinking
Thinking
Behaviour
ThinkingBehaviour
ThinkingThinking
ThinkingThinking
Thinking
Behaviour
Behaviour
BehaviourBehaviour
BehaviourBehaviour
Behaviour
Behaviour
Few leftovers
Old NewCHANGE
Thinking
Thinking
Behaviour
ThinkingBehaviour
ThinkingThinking
ThinkingThinking
Thinking
Behaviour
Behaviour
BehaviourBehaviour
BehaviourBehaviour
Behaviour
Behaviour
Few leftovers
Low Resistance
Low Tolerance
Old
Thinking
New
Behaviour
CHANGE
ThinkingThinking
ThinkingThinking
Thinking
Behaviour
Behaviour
BehaviourBehaviour
Behaviour
ThinkingBehaviour
ThinkingThinking
ThinkingThinking
Thinking
Behaviour
Behaviour
BehaviourBehaviour
BehaviourBehaviour
Behaviour
Behaviour
Old
Thinking
New
Behaviour
CHANGE
ThinkingThinking
ThinkingThinking
Thinking
Behaviour
Behaviour
BehaviourBehaviour
Behaviour
ThinkingBehaviour
ThinkingThinking
ThinkingThinking
Thinking
Behaviour
Behaviour
BehaviourBehaviour
BehaviourBehaviour
Behaviour
Behaviour
Many leftovers
Old
Thinking
New
Behaviour
CHANGE
ThinkingThinking
ThinkingThinking
Thinking
Behaviour
Behaviour
BehaviourBehaviour
Behaviour
ThinkingBehaviour
ThinkingThinking
ThinkingThinking
Thinking
Behaviour
Behaviour
BehaviourBehaviour
BehaviourBehaviour
Behaviour
Behaviour
Many leftovers
High Resistance
“People do not resist change; people resist
being changed.” Peter Senge *
“People do not resist to adopt new behaviours(or
thinking); people resist to abandon the old ones.
Manoel Pimentel ;-)
Change = Decision
Decisions Are
Emotional, Not Logical
Emotional Response
Threat
Reward
Agile is a MindSet!
Agile is a MindSet!
Agile is a MindSet!
That's why we fail
Why? How?
Convince me! I want learn ;-) UncertaintyLack of
Self-Confidence
Change
Decision-Making (avoid/adopt)
More changeableLess changeable
CoachabilityPlay the
Game
OwnershipBackfire
Motivations/Beliefs Competencies
Cynic Skeptic
Co
ach
ing
fo
r C
han
ge
Pu
sh Pu
ll
A new strategy
elabor8think sharp
Impact of change/transformation
Organisational effort
elabor8think sharp
Impact of change/transformation
Organisational effort
Behaviours and
Practices
Capabilitiesand
StructuresMindset
level 1level 2
level 3
elabor8think sharp
Agile
Scrum
XP
FDD
SAFe
LeSS
Nexu
sD
AD
Kanban
elabor8think sharp
Where can we start?
elabor8think sharp
elabor8think sharp
SCRUM KANBANvs
elabor8think sharp
elabor8think sharp
Focus on the
essential
elabor8think sharp
FLY
elabor8think sharp
Learn rapidly from the results
A basic behaviour to start the Agile journey
Focus on achieving a small goal
You can improve the next cycle
elabor8think sharp
Focus on achieving a small goal
Learn rapidly from the results
You can improve the next cycle
FLY = Continuous Improvement
elabor8think sharp
Focus on achieving a 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
elabor8think sharp
# Capture the Lead Time# Measure flow efficiency # Continuous improvement around flow measurement (FLY)
Be
hav
iou
rs
and
Pra
ctic
es
Quick Wins
elabor8think sharp
Project
Continuous Improvement (FLY) around Flow Measurement
elabor8think sharp
Impact of change/transformation
Organisational effort
Behaviours and
Practices
Capabilitiesand
StructuresMindset
level 1level 2
level 3
elabor8think sharp
# Agile roles to support the optimisation
# Reorganise the roles to avoid bottleneck-effect
# Improve the management of dependencies with others projects/products
# Deliver business impact
Cap
abili
tie
san
d
Str
uct
ure
s
elabor8think sharp
Impact of change/transformation
Organisational effort
Behaviours and
Practices
Capabilitiesand
StructuresMindset
level 1level 2
level 3
elabor8think sharp
Eliminate waste Amplify learning
Decide as late as possible
Deliver as fast as possible
Empower the teams
Build integrity in
See the whole* 7 Lean Principles
Min
dse
t
elabor8think sharp
Impact of change/transformation
Organisational effort
Behaviours and
Practices
Capabilitiesand
StructuresMindset
level 1level 2
level 3
“In a change effort, 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.”
Impact of change/transformation
Organisational effort
Short Term Long Term
stabilised culture
there's
NO
“transformation” the
may never happen
Hacking the system
MVI
Minimum Viable Improvement
Impact of change/transformation
Organisational effort
MVI
… it’s a journey of continuous learning
Thanks :-)
manoelp