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Introduction
- Who Is the Lean Change Method for?
- Focus Is on Practice Not Theory
- This Book Assumes That the Reader Has Knowledge of Various Lean and Agile Techniques, Terms, and Buzzwords
- A Brief Thank You to the Giants Who Have Inspired This Method
- A Quick Blurb on Copyright/Legalese
- What Is the Current Status of Lean Change?
- Book Summary
- The Lean Change Method Is Still a Work in Progress
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Introduction
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I The Core Method
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1 Explaining the Lean Change Method
- Managing Agile Change
- Managing Agile Change Using Lean Thinking
- Managing Change through the Kotter Eight Steps of Change Lifecycle
- Managing Change Like a Startup
- Managing Change Flow through Kanban
- Key Principles behind Lean Change
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2 Managing Change with a Change Canvas
- Communicate Your Change Plan Using a Change Canvas
- Co-Create Your Change Plan through Negotiated Change
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3 Building a Minimum Viable Change
- Reduce the Scope of Your Change to Make It Minimal
- Introduce Improvement Experiments to Validate That Your Change Is Viable
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4 The Validated Change Lifecycle
- Introducing the Validated Change Lifecycle
- Agree on the Urgency of Change
- Negotiate the Change Solution
- Validate Adoption
- Verifying Performance
- Looking at How the Canvas Evolves through the Lifecycle
- Communicating Information Coming Out Of the Validated Change Lifecycle
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1 Explaining the Lean Change Method
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II Advanced Techniques and Topics
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5 Exploring The Change Canvas In Detail
- Urgency
- Change Participants
- Vision
- Target Options
- Actions
- Success Criteria
- Commitments
- Benefits
- Communication
- Techniques to Consider
- Agreeing on the Urgency of Change
- Negotiating a Change Solution
- Validating That Change Recipients Can Adopt
- Verifying That Performance Is Improving
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6 A Pattern Language for Agile Change
- The Agile Change Patterns Shift the Focus of Learning Depending on Where You Are in Your Agile Transformation
- The Quick Win
- Kernel Pilot
- Kernel Adoption
- Self-Starter
- Capability Modernization
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5 Exploring The Change Canvas In Detail
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III Managing Enterprise Transformations
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7 The Transformation Canvas
- The Purpose of the Transformation Canvas
- Traversing the Canvas Based on Risk
- Prioritizing MVCs For a Transformation
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8 Enterprise Transformation Cadence Model
- Overall Cadence Model
- Change Agent Standup
- Sponsor and Stakeholder Update
- Change Agent Planning
- Insight Analysis
- Reprioritizing and Changing the MVC Backlog
- Validate and Refresh Change Canvas
- Transformation Canvas Refresh
- Update and Share Metrics
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Appendix
- Traditional Approaches to Technology Delivery Is No Longer Suited to Today’s Market
- Agile Transformation Is Extremely Hard
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7 The Transformation Canvas
The Lean Change Method
Managing Agile Organizational Transformation Using Kanban, Kotter, and Lean Startup Thinking
Learn how to manage agile adoption initiatives using the Lean Change method. The Lean Change method extends the Kotter change management lifecycle with high feedback, iterative planning practices based on validated learning and other techniques taken from Lean Startup.
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About
About the Book
The Lean Change Method is a practical how-to guide for anyone wanting to transform their technology business.
Co-Create Your Change
The Lean Change method will teach you collaborative and innovative techniques to manage Agile change.
Validate Your Transformation
Learn how to systematically test your change plan and iterate based on just-in-time feedback.
Author
About the Author
Jeff Anderson
My mission in life is to help technology knowledge workers be awesome at what they do. Having been in the market since 1994, I have transitioned my initial passion for agile software engineering to provide advisory services to clients that want to thrive in a world of uncertainty and learning.
Over the last several years I have been running an Agile/Lean transformation service to help clients move from command and control towards feedback and self organization.
Our team has a solid track record coaching teams on foundational agile practices, guiding end to end organizational transformation to embrace a more agile mindset, and focused coaching of product and operations teams on how to embrace design thinking and validated learning.
I admit to an unbridled enthusiasm for any method or practice that bring creativity and joy to the value creation process, and get a kick out of turning leading edge thinking into contextualized, practical tools.
I also love to supercharge complex workshops through a combination of crowd awareness, passion, and above all humour. I’ll often iterate over a vast array of models/workshops in real time to adapt to the crowd's thinking and evolving goal of the session.
My most important skill is growing the talent around me. I continue to provide passionate, motivated people with a suite of leading edge skills that take their leadership to the next level.
I have presented at numerous conferences, nominated for a Brickell Key award, and am a founding fellow of the Lean System Society. I have also wrote a book on agile organizational change, The Lean Change Method.
Contents
Table of Contents
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