A not-so-simple 3-step approach to getting started
Josh Kite, Sr. Agile Transformation Consultant
We’ve all experienced it at some point: a leader or consultant or “agile coach” who has the plan for an enterprise transformation all figured out because they attended a course (even one of ours) and passed a test or read a book. All they need to do is follow this simple 117 step plan to implement a new way of working and everything will be great! After all, what could be a better introduction to a new way of working than one more massive change following the same approach that we’ve been using but want to move away from, right?
I’m not trying to call anyone out here. All of us who do this for a living have tried that at some point. PMBOK, ITIL, SAFe, CMMI, Lean Six Sigma, OKRs, and more all include explanations of how to implement their approach. The descriptions can be found in their books, websites, and classes. But here’s a little secret, those of us who are successful at helping companies transform don’t follow those explanations – at least, not exactly as written – even though we might teach the classes on them!
Now, before you call us hypocrites, it’s helpful to remember why frameworks, reference models, and methodologies are created. They’re fantastic references. And that’s especially true for any graphic that goes with them which serves as an overview or summary. References are different from methods or processes. References shouldn’t be interpreted as the only way to do something, and you usually don’t need to implement everything in the reference in order for your organization to improve. The reality is that every group is different. New operating models and the organizational change management (OCM) required to implement them are more complex than a graphic could possibly capture. The right things need to be done in the right way at the right time with the right people. Put another way: we need to meet people where they are. Only then can we bring them along on the journey.
These OCM concepts below apply if you’re adopting Lean Six Sigma, ITIL, SAFe, or making any other change in how people work.
First, a few notes. These activities may sound formal and prescriptive, but there’s a good chance that some of this can be figured out without a single meeting. You might need to talk with a number of people individually or observe or research. Or you might actually need to get several people together. There’s a somewhat natural flow, but there is no “right” or “wrong” order for gathering this information. Think of it as more of an optional checklist or, if you will, a reference.
Step 1 – Research
Assess the current state by considering various aspects of how things work today. What processes and practices are in place right now? What’s good about them? What isn’t going well? What aspects of the status quo or culture need to be protected or preserved? Who all might be involved or impacted, what do they do, and what is the culture like? What things probably can’t be changed right now, even if a lot of people would like for them to? If you think this sounds like standard retrospective questions then congratulations, you’re right! A retrospective is often a very good place to start. This serves as a reminder – retros are meant to involve the people doing the work. If you’re only talking with the leaders then you’re not getting the full picture. Your best understanding of opportunities will come from talking to some of the lowest paid people in the organization.
Visualize the future by thinking about what it could look or feel like. Avoid the temptation to talk about specific practices or processes here. You’re looking for desired outcomes or reasons for any change you’re considering. Some people might use emotional words like “it feels less frustrating.” Others might describe directionally useful phrases like “we’ll improve our time to market.” A very few might naturally use OKR-like language and say “increase annual releases from 12 to 24.” All of this might be useful, regardless of how it’s phrased.
Before going to the next step, now might be a good time to compare the pain points from the current state and the vision for the future. There’s probably a high amount of overlap between the two. If you’re running a workshop, then it might be helpful to group like items (we call this affinity mapping) and then use group prioritization techniques like dot-voting to help provide some focus and prioritize elements of the change. Not only does this inform the approach, but it can also serve as a chance to demonstrate some of the concepts the org might adopt later.
Inventory initiatives that your organization is currently working on and are likely to start soon. The answer might surprise you. Companies often do not have an objective understanding of how much work is in process, especially once that’s overlaid with information on who is supposed to be doing the work and the impact of that work on others. Are the people doing the work able to focus on it, or are they working on a lot of things in progress? Are there some major initiatives that will pull people away from their other work? Are partners or third parties involved, and if so are they at the process improvement table?
Most importantly, consider your change opportunities. Often the biggest impact from a change might not be where you initially expected. It’s worth stepping back for a minute and see if another group should be the place to start for a new approach.
Understand the appetite for change. Is the organization’s leadship aligned with and committed to the change? Are people content with their current ways of working, or do they want something new? Do people alreadly believe current practices are aligned with leadership’s vision even though the outcomes demonstrate otherwise? What other changes have they been through lately, and do they complement or contradict the approach you’re now considering? Since some people like live training and others hate it, it’s good to get a sense of what folks think and if they can dedicate time for it.
Organizations have a personality which is made up of both the personalities of the individuals and the way those people interact with each other. What is the personality of the organization? Does it embrace change or fear it? Do people want to co-create a new way of working, or do they want someone to solve their problem for them? Who has the power, both officially and in reality? Are the powerful and influential people on board with the proposed changes – why or why not?
Step 2 – Synthesize
Now that you have all of this information you can start to put it together to build your approach. How does all of this information help us?
The first couple of activities give us a lot of information. Does the organization actually need to change? If so, what and why? Each organization has a unique culture and, hopefully, parts of it that need to be protected and preserved. And different cultures call for different operating models and different approaches to change. Just to think about stereotypes for a second, consider the similarities and differences between creatives and engineers in terms of the processes they should follow and how to communicate with them.
The next set of information is powerful. It’s a lot easier to absorb a major change when people aren’t overworked or stressed about a major deadline. Some points in a delivery cycle are better suited for changes than others – the days before a major go-live are probably not the best time to change the org structure! You might also realize that another initiative or group provides a better opportunity for experimenting with change than the one you initially had in mind. Don’t overlook the impact of organizational WIP (Work In Progress). If leadership or the PMO are supporting a lot of simultaneous projects then they might not also be able to help support big changes, meaning that a more evolutionary approach might be necessary.
The last step can be difficult to measure, but the information might radically change your approach. When people are overwhelmed, afraid, or just tired of constant change they probably won’t be able to adopt a change, even if it’s one that they would otherwise like. Meanwhile, if they love to learn and experiment then a big-bang approach might be very exciting. Some people will reject a process they didn’t create (especially in a very empowering culture) while others would rather focus on their “day jobs” and be given a new approach. Obviously each individual person is different, but there is usually a predominant way of thinking within any group of people that can serve as a guide. Finally, understanding what the powerful people can and will support is critical. Without the leaders, formal or informal, no change is going to happen. And beware that some of the influencers may not even be employees!
Step 3 – Plan
Now armed with this information you can start to think about the next steps. When designing an operating mode, are you picking one that’s a good fit for both the organization and the need? (Hint, a reference like SAFe, LESS, ITIL, LSS, ADKAR, or OKR isn’t always the right answer and rarely will one approach work across all the diverse parts and way of working of an organization.) Does a classroom-heavy training approach make sense? Are senior leaders willing to start the change at the top, or does success need to be demonstrated at the ground level first? Should you change everything at once or start by modifying existing practices and meetings?
If this sounds kind of messy and unclear, then you’re starting to recognize that organizational change is part science, part art, and part mess. As a leader or influencer within your organizarion, It’s a good idea to set expectations up and down the organizational hierarchy that there will be tons of changes along the way.
If it’s a little overwhelming, then Agile Rising can help. This is the kind of thinking that guides our approach to working with clients and leaders trying to change their organizations to achieve better outcomes. Does it always look just like this? Of course not, because we need to meet our clients where they are every step of the way.