Post on 12-May-2015
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Change Leadership
with Kanban
@sigikalteneckerTuesday, November 5, 13
Dr. Siegfried Kaltenecker@sigikaltenecker
Managing Director of Loop GmbH, based in Vienna
Organisa<onal Development Consultant, SYC, CSM, KCP
Co-‐author of Kanban in IT: Achieving a Culture of Con7nuous Improvement (about to be published in English in 2014)
Editor of PlaDorm for Agile Managementp-‐a-‐m.org
Author & trainer of Leading Self-‐Organising Teams Leaders in facilitating lasting Agile change
ScrumSense
Siegfried Kaltenecker & Peter HundermarkJohannesburg & Cape Town, November 2012
Master Class for Lean/Agile Leaders & Professionals
LeadingSelf-OrganisingTeams
Tuesday, November 5, 13
Change Leadership with Kanban
Tuesday, November 5, 13
Build a change management capability for the 21st century
Change Leadership with Kanban
Tuesday, November 5, 13
Build a change management capability for the 21st century
Challenge tradi<onal command and control management
Change Leadership with Kanban
Tuesday, November 5, 13
Why building a change management capability?
Tuesday, November 5, 13
Why building a change management capability?
Tuesday, November 5, 13
Why building a change management capability?
http://www.mckinsey.com/insights/organization/what_successful_transformations_share_mckinsey_global_survey_results
Tuesday, November 5, 13
Why building a change management capability?
http://www.mckinsey.com/insights/organization/what_successful_transformations_share_mckinsey_global_survey_results
http://www.standishgroup.com/chaos_news/newsletter.php?id=54
Tuesday, November 5, 13
Change Management in the 20th century
Tuesday, November 5, 13
Change Management in the 20th century
Tuesday, November 5, 13
Change Management in the 20th century
Busy with blind spotsTuesday, November 5, 13
Pa?erns of failure
Tuesday, November 5, 13
Too many iniBaBves
Pa?erns of failure
Tuesday, November 5, 13
Too many iniBaBves
Change project plans
Pa?erns of failure
Tuesday, November 5, 13
Too many iniBaBves
Change project plans
Non-‐transparency
Pa?erns of failure
Tuesday, November 5, 13
Too many iniBaBves
Change project plans
Culture eats Kanban for breakfast
Non-‐transparency
Pa?erns of failure
Tuesday, November 5, 13
How Kanban can help
Tuesday, November 5, 13
How Kanban can help
CIP limits
Tuesday, November 5, 13
How Kanban can help
CIP limits Focus on change flow
Tuesday, November 5, 13
How Kanban can help
CIP limits Focus on change flow
VisualizaBon
Tuesday, November 5, 13
How Kanban can help
CIP limits Focus on change flow
VisualizaBon Feedback loops
Tuesday, November 5, 13
3!Preparation! Done!
6!Involvement!
3!Feedback!
4!To do!
Internal! External! Internal!External!
Kanban Change System
Tuesday, November 5, 13
3!Preparation! Done!
6!Involvement!
3!Feedback!
4!To do!
Internal! External! Internal!External!
Kanban Change System
Change team
Tuesday, November 5, 13
3!Preparation! Done!
6!Involvement!
3!Feedback!
4!To do!
Internal! External! Internal!External!
Kanban Change System
Change team
Metrics and meeBngs
Tuesday, November 5, 13
3!Preparation! Done!
6!Involvement!
3!Feedback!
4!To do!
Internal! External! Internal!External!
Kanban Change System
Change team
Policies
Metrics and meeBngs
Tuesday, November 5, 13
3!Preparation! Done!
6!Involvement!
3!Feedback!
4!To do!
Internal! External! Internal!External!
Kanban Change System
Change team
Policies
Metrics and meeBngs
ConBnuous improvementTuesday, November 5, 13
Kanban Change Team in Munich
Tuesday, November 5, 13
Kanban Change Team in Munich
Tuesday, November 5, 13
Kanban Change Team in Munich
Change team
Tuesday, November 5, 13
Kanban Change Team in Munich
Change team
Change process
Tuesday, November 5, 13
Kanban Change Team in Munich
Change team
Change process
Tuesday, November 5, 13
Kanban Change Team in Munich
Change team
Stakeholder Involvement
Change process
Tuesday, November 5, 13
Change-‐Ban System at SBB
Tuesday, November 5, 13
Change-‐Ban System at SBB
Tuesday, November 5, 13
Change-‐Ban System at SBB
Change policies
Tuesday, November 5, 13
Change-‐Ban System at SBB
Change policies
Weekly management standup
Tuesday, November 5, 13
IT-‐Business Improvement Process at Tele2
Tuesday, November 5, 13
IT-‐Business Improvement Process at Tele2
Doing=6
Tuesday, November 5, 13
IT-‐Business Improvement Process at Tele2
Doing=6Next=0
Tuesday, November 5, 13
IT-‐Business Improvement Process at Tele2
Doing=6Next=0
Prepare
Tuesday, November 5, 13
IT-‐Business Improvement Process at Tele2
Doing=6Next=0
Prepare
Do
Tuesday, November 5, 13
IT-‐Business Improvement Process at Tele2
Doing=6Next=0
Prepare
DoFeedback
Tuesday, November 5, 13
IT-‐Business Improvement Process at Tele2
Doing=6Next=0
Prepare
DoFeedback
Improve
Tuesday, November 5, 13
IT-‐Business Improvement Process at Tele2
Doing=6Next=0
Prepare
DoFeedback
Improve
Measure lead & blocker Bmes
Tuesday, November 5, 13
IT-‐Business Improvement Process at Tele2
Doing=6Next=0
Prepare
DoFeedback
Improve
Measure lead & blocker BmesAnalyze and solve blockers
Tuesday, November 5, 13
Tuesday, November 5, 13
Encourage servant leadership and self-‐organized team work
at all levels
Tuesday, November 5, 13
Tuesday, November 5, 13
Leadership*as*a*team*sport*
Line managers Leadership / communication / decisions making
Team members Intensity of colmmunication
Tradi/onal*Leadership* Agile*Leadership*
“In*team*sports*the*performance*is*directly*correlated*with*the*degree*to*which*members*help*each*other.“*
* * ** * *Ed*Schein*
Tuesday, November 5, 13
Tuesday, November 5, 13
Soccer Club
Coach
Team
Staff Staff
Fans Media
Sponsors
Management
Tuesday, November 5, 13
Tuesday, November 5, 13
Kanban challenges tradiBonal mgmt:+ Transparency+ Intensified collabora<on + BeTer understanding of processes+ business risks and service orienta<on+ collec<ve design of a tailored work system+ self-‐organized management of work+ focus on systemic improvements+ strengthening of peer as well as cross-‐func<onal networks+ more service-‐orienta<on of managers as leaders & coaches
Tuesday, November 5, 13
“The role of management shi1s from an adversarial, hierarchical one, to a complementary one: working on the system. If workers are controlling the work, they need managers to be working on the things beyond the control of the workers which affect the system condi?ons: the way the work works.” John Seddon
Tuesday, November 5, 13
Thank you!
@sigikalteneckerwww.loop-beratung.at
Tuesday, November 5, 13
Thank you!
@sigikalteneckerwww.loop-beratung.at
http://p-a-m.org/2013/05/change-management-with-kanban/
hTp://update.hanser-‐fachbuch.de/2013/10/change-‐management-‐mit-‐kanban/
Tuesday, November 5, 13