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Är du stressad över att digitaliseringen inte tar fart? Händer det ingenting, eller kommer ni helt enkelt inte i mål? Är det mycket prestige och politik och interna problem? Människor som drar åt olika håll? Inget fokus utan en massa pågående saker? Känner du att det inte går att nå digitaliseringsmålen i den här organisationen? Är du motarbetad internt? Personalomsättning hög, ledare som går in i väggen? Är DU på gränsen att gå in i väggen?

Du är inte ensam! Vi träffar många som som känner som du. Som behöver ett vaccin mot utbrändhet innan det är för sent. 

Sjukskrivning relaterad till stress

Den senaste statistiken visar att antal personer med sjukskrivning pga stress har ökat från 2010 med 595% enligt Försäkringskassans statistik. Personligen blir jag mörkrädd och undrar när kurvan ska sluta fortsätta uppåt.

Bilden stämmer också bra med vad vi på Dandy People ser när vi möter människor ute i organisationer. Det är svårt att jobba med flera parallella operativa modeller, få till förändring när du inte har mandat och förväntas jobba inom din silo, har processer som inte stämmer med hur du faktiskt behöver jobba osv.

Var lugn, lösningen finns! 

Men det kräver EN operativ modell som byggs runt kundresan på ett sätt som faktiskt fungerar i ER organisation. Ett sätt att jobba på, där ledningens beslut är enkla att genomföra och där modellen i sig inte kräver milslång utbildning för att förstå sig på. Den är gjord för ER helt enkelt. Alla förstår vart de ska och kan samarbeta kring gemensamma leveranser och agera snabbt på ny information. Kontinuerligt lärande av vad som fungerar och ständigt utveckla arbetssättet för att passa kontextet.  

Är du redo för din vaccindos?

Hör av dig för er diagnos. Vi börjar med att analysera just din organisation och tar fram en plan tillsammans för vad just ni behöver förändra. Med hjälp av organisationsanalys i 9 dimensioner som vi bygger upp tillsammans med er och gör er medveten om de områden som behöver hanteras. Ni kan se att det arbetas med rätt saker och kan känna er trygga genom transparens och involvering. 

Boka ditt vaccin så att du kan njuta av lugnet och slippa bli en siffra i statistiken!

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A CEO once said that he did not ever again want to see the company miss a chance with the customers just because the marketing department did not have the budget to market a new product that emerged from customer feedback. Having everyone aligned around the customer, working cross-functionally, and being able to shift focus as ONE organization to join in the dance is becoming a competitive advantage.

Traditional budgeting and financial steering do not work well with Agile Ways of Working and it does not support the strategic flexibility that we often need in today’s VUCA-world. Based on the Beyond Budgeting principles and inspired by the practices more dynamic ways of handling the financial side of the business have started to emerge that in a better way enables agility in the organization. 

Getting started by separating the processes

 When moving from traditional budgeting to dynamic budgeting, most organizations start with separating the budgeting process into three different parts: target, resource allocation, and prognosis. The reason for this is that they are all different numbers, and we need to be able to optimize each process to become more dynamic.

Separation like this enables us to start to elaborate and improve each of these different parts. We always want to make sure to make our processes event-driven – and not calendar-driven.

Impact Goal

We want to make it:

Instead of fixed goals, we set impact goals that enable us to look for different solutions and work outcome-based instead of output-based. 

  • Inspiring and brave
  • VUCA robust
  • Objective – expected impact
  • Not in detail, hypothesis are good

Here we can start to experiment with different ways of working with goals. Some organizations try and like Objective and Key Results, OKRs, others might like Compay Bets and Team Missions better, and some might find their own way based on the principles (see more in the Agile Management part about this).

There are no one-size-fits-all, but rather you have to look at the context, culture, and nature of the business to see what fits and dare to experiment and try different ways of improving both autonomy and alignment. The ultimate goal should probably be that we do the right things and that we can change the plan in a good way based on new insights.

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In this episode of Dandy Conversations our founder and CEO Mia Kolmodin met up with the founder and CEO of Adventures with Agile (AWA) Simon Powers to talk about the values and purposes that drives their companies. It is a close and warm conversation about changing mindsets, making people flourish and become their best and how we can support our customers to meet their goals and visions.

Check out our upcoming trainings with AWA:

Agile Team Coach, Certification (ICP-ACC) – Online (Several dates)

Agile Team Facilitator (ICP-ATF) – Online (Several dates)

Enterprise Agile Coach Bootcamp with Certifications (ICP-ENT & ICP-CAT) 7-11 November, Stockholm

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Ofta när jag kommer in som agil coach för att stödja i en agil transformation har organisationen så fullt upp med det dagliga arbetet att man knappt mäktar med att tänka förändring. Förhoppningen är att den agila coachen gör förändringen åt organisationen, men om så skulle vara fallet så försvinner ju också förändringen när den agila coachen försvinner. Ett annat sätt att jobba är att göra förändringen i befintliga roller. Under åren som jag jobbade med agila transformationer som anställd, hade jag en chefsroll som plattform för förändringsarbetet. Jag experimenterade med nya former, utmanade mina kollegor, coachade mina team och utbildade både mig själv och organisationerna i det agila förhållningssättet. Samtidigt skedde förändringen. 

Några nyckelfaktorer som gjorde att vi lyckades

-Management teamet som tog sig från att jobba med sina egna agendor till gemensam tavla med backlogg, retrospektiv och självorganisering utan avdelningschef. Magin började hända när alla tog in sitt individuella arbeta på den gemensamma tavlan.

-De individuella utvecklingssamtalen, som efter ett antal iterationer skedde gemensamt i teamen med respekt för både teamets uppgift och individens utveckling. Att koppla individens motivation till teamets syfte gjorde att vi kunde hitta kompetensutvecklande arbetssätt i teamen.

-Den individuellt styrda ledningen (performance management) med individuella mål och uppdrag som i stället övergick till mål för teamen, både utvecklingsteam och ledningsteam, och gemensamt ansvar för uppgiften.

-Organisationens gemensamma dag för lärande i varje sprint där alla la tid på lärande och utveckling, antingen genom att lära sig själv eller lära ut till andra. Vi hade som mål att lägga en halv dag varje vecka på lärande vilket gjorde att vi kunde ta oss framåt fortare tillsammans.

Inget av detta var lätt, det krävdes mod av oss som chefer att testa att leda på ett nytt sätt genom att ständigt justera det befintliga systemet, att centrera oss och arbeta med det mellanmänskliga för att växa individer och relationer mellan individer och lära oss att experimentera och värdera lärandet högre än det kortsiktiga resultatet.

Att engagera mig som interimschef innebär alltså att jag tar på mig samma operativa arbetsuppgifter som ordinarie chef skulle ha haft. När jag satt mig in i det dagliga, ser jag snabbt var det skaver och vilka experiment som skulle kunna provas för att ta ett steg i utvecklingen mot en mer agil organisation. Jag är då med och tar ansvar för de möjligheter till lärande experimentet medför och gemensamt tar vi sedan även nästa steg. Så småningom när transformationen har stabiliserats och förändring har blivit en del av den dagliga rytmen är det också dags för mig att kliva av interimstjänsten. När det tillfället blir kommer att visa sig, kanske faller det sig naturligt att ha en chefstjänst mindre då. 🙂

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Our health is the most important thing we have. Our health is something that we as people, leaders, colleagues, employees and employers should hold as our highest priority. It is not enough to offer a wellness allowance, there must be room for wellness, reflection and recovery during work hours.

My work causes me both stress, anxiety and feelings of not being enough. And how is it right that I need my private time to compensate for that? I believe that my work hours should include everything I need to be able to do my job in the best possible way. For me, this means that I need space between meetings to process what has been said and time to prepare for the next meeting. I need time alone for my thoughts and reflections to be able to work out the best solution to a problem, create a good setup for the next meeting, or think about how to handle a situation.

As a leader, I owe those that follow me to think before I act. I owe them to be prepared for a meeting, to reflect on situations before I make decisions and think trough how I will handle a conflict. I also need space to learn new things, to read about research and new methods of leadership, team and psychological safety. This is important for me to be able to do my job, in the way that I want to do it.

I also need time when the brain can recover and turn off all impressions and thoughts. Where I have the opportunity to connect to my body that carries me through my work day. For me, it is yoga, which I often practice at lunchtime or before I go home. For you it might be a walk in the park, a horse back ride, a run around the nearby lake or to walk your dog. The important thing is that you know exactly what you need to have a sustainable work situation. Regardless, we all need recovery as part of our work day to be able to get through it, and the next day, and the next.

(more…)

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Agility is about adapting and delivering value. More and more organisations are discovering that they either need to get on the agile train or fall hopelessly behind. 

Many of them turn to frameworks to adapt agile ways of  working. But what they get is another framework that will sit  on top of  the others and cause more confusion and frustration. What they need is to focus on the real problems like organisation, leadership  and culture. I’m going to use SAFe as an example in this text (there are other frameworks trying to solve this out there but I know more about SAFe).

A framework with a clear hierarchical role chart, process arrows, planning cycles and new roles is a way of satisfying the controlling part of an organisation. And it is exactly this part that we need to remove, if we want to be truly agile. To dare go down the agile road you need trust from leaders and in many organisations that is the exact thing they are lacking. So their own fear of losing control drives them to turn to things their recognize, roles and hierarchy, processes and planning, things that are feeding the controlling needs and is satisfying their own fears.

When introducing a framework like SAFe you are forced to focus on roles and planning cycles instead of culture, organisation and leadership. To get the right people in these roles is not an easy task an one that is impossible if there are no people with an agile mindset in the organisation. When people without agile mindset take on these roles what we get is another gant chart and detailed planning that will not adapt to the changing needs of the customer.

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We’re so happy to share our Pattern Cards for Successful Agile Change now also in Spanish! Here you can download the 27 pattern cards for free and use them within your organization or with your clients.

Here you can download the Pattern Cards in Spanish for Free (PDF) >

If you like to get inspiration on how to use the cards you can find out more here and also download the the original English version of the pattern cards >

 

Spanish Agile Pattern Cards

In our breakfast seminar ”Agile change management” the participants each get a deck of Pattern Cards and are asked to choose the pattern that is most challenging for them right now.

Over 100 people have been asked this question. These are the top 3 challenges:

  1. WIP – limit work in progress
  2. Optimize for flow
  3. Minimal bureaucracy

Wip limit pattern card

What is WIP?

WIP is an acronym for Work In Progress and basically means how many different things are being worked on at the same time.

Many agile methods, like Kanban, strives to limit WIP, to reduce the number of concurrent initiatives.

Why should I limit WIP?

When you have many concurrent initiatives, working on many different things at the same time, you might feel effective, but in truth you are not.

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The amazing Guillaume Dutey-Harispe has once again translated our work to French 😀 We´re so humble that we have friends like Guillaume, and so proud to be able to share our Pattern Cards free to download and use also in French as well with you! Enjoy!

Download the French Pattern Cards in High Resolution (PDF) for printout here >

If you like to get inspiration on how to use the cards you can find out more here and also download the the original English version of the pattern cards >

Thank you Guillaume Dutey-Harispe, gduteyharispe@aneo.fr

 

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T-shape is about growing skills in people that might not be in within their core expert competence area. When coaching leaders, teams and organizations we’ve noticed that building T-shape is often a game changer that makes a big impact – but it might sometimes be more tricky than you think.

This is one of the 27 patterns for Successful Agile Change that you can download for free here >

When transforming to an Agile organization we often move from expert teams to cross functional teams. Growing t-shape is a way to enable the cross functional team to collaborate better and it helps them to work as a team instead of a group, meaning solving problems together instead of working as a mini-waterfall within the team. This helps the team become high performance and enables them to innovate and create better solutions.

Resistance to sharing competence and what to do about it

My experience is that organizations that have a strong expert culture may have more difficulties to become T-shape. Since you then might also need to change the culture from a hero culture to a team-playing culture, it can take some time. People might also struggle to keep their expert role since it makes them feel safe and perhaps it has also previously been the only way to make a career, get higher pay as well as also informal power. Changes might then be needed in how the structures are set up around roles and responsibilities before you start the coaching around T-shape.

In many organizations who want to enable high performance teams and T-shape, titels and roles are changed to simply “team members”, and instead we talk about competences, which is your T-shape. As a leader, you could support by help showing how the skill and performance of the team is more important than the expertise of individuals by perhaps celebrating as one team instead of highlighting individual performance.

Different leadership styles for developing skills in employees

In the Harvard Business Review I found this article that describes the research done on leaders and how they grow competence. According to their research there are 4 different leadership styles for developing skills in employees.

The different coaching styles of a leader: (more…)

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Free Pattern cards for Agile Change - 5 new

Our popular free Pattern Cards for successful Agile Change are now updated with 5 more patterns, totally 27 cards.

So far over 500 downloads + handouts of 400 physical printed cards and reports from people using them shows they bring value and enable structured conversations in leadership teams no matter what type of organization.

Free Download of the Pattern Cards For Successful Agile Change (PDF) >

UPDATE:
– Stable Teams
– Reflection
– T-shaped People
– Distributed Decision Making
– Impediments Removal

Feel free to download and use them. Here you’ll also find examples of how to use them >

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  1. Idag på Valborgsmässoafton är det tradition att bränna upp det gamla och välkomna in det nya!

Det är i den andan jag själv vill se den artikel som Catrin Brodin tillsammans med ett tjugotal av oss som arbetar med förändringsledning har skrivit. Du hittar artikeln här. Vi sätter sökarljuset på vad som fungerar inom förändringsledning och vad som inte gör det – och helst borde ha slängts på valborgsbrasan redan för många år sen! Några konstigheter är det inte: Bristande stöd från ledningen, otydligt syfte och mål samt underskattning av hur stor insats det krävs för att förändra. Dessa fel återkommer lika envist som Valborgsafton självt.

Även i andra länder där det istället heter Walpurgisnacht eller Saint Walburga’s Eve hittar vi dessa problem. Två internationella undersökningar visar att nyckelfaktorerna för framgångsrik förändringsledning inte skiljer sig åt mycket eftersom det är samma utmaningar vi alla behöver hantera. IBM’s egen undersökning här ovan belyser vikten av ledarskap från de som sponsrar en förändring och en vision som delas av de som påverkas av en förändring. PROSCI som släppt sin Executive Summary of Best Practices – 2018 berättar att det nu är tionde undersökningen i rad där aktivt och synligt stöd för förändring från högsta ledningens sida toppar listan av framgångsfaktorer.

Kan en orsakerna bakom att det ändå brister vara att man underskattar komplexiteten i förändring och tror att det från ledningens sida räcker med att visa sitt stöd vid kick-off? Alla ni som använder agil metodik vet att det är ett ständigt utforskande och omprövande vartefter man lär sig nya saker. Kan det vara bra att ha ledningens stöd även längs med denna krokiga väg och inte bara i början? Dela gärna med dig dina tankar här nedan. Kom gärna och diskutera på något av våra gratis frukostseminarium om Agil Förändringsledning.

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Agile team seatingThere is a an increasing trend in big companies and organizations to go Agile, and of course that is awesome in my opinion. What is really confusing though, is that many of the same companies and organizations also decide to change to activity based seating. This is really confusing in many ways, since it will bring contradictory behaviors than what you are looking for when working Agile, and in the short – and long run, make the company fail to go agile.

Recent posts in this series:

– Free Infographic  “Get seated for Agile”
The Free Report “The Agile Activity Based Seating Report 2018”
Free PP slides of the report
Video of me presenting the report (Swedish)

The only conclusion I can do, is that there is not enough knowledge around how Agile seatings need to be – nor what the consequences of not being Agile when trying will be (costly and frustrating). Or perhaps it’s that the people that do the work (and know about this) and the people making these decisions are too far away from each other and don’t communicate in a good way. Either way, it’s a huge waste – and so unnecessary.

I have several times been contacted by people working in organizations where they have had Agile teams sitting and working together with good results – and out of the blue, usually over a weekend or over a holiday, their office space was changed in to activity based seating with clean desk – and clean wall policy. The team shows up on a Monday finding all their stuff that was put up on the walls in a cardboard box and their 2-3 computer screens gone… These people tell tales about how their colleagues went home after that day, refused to come back in weeks. Their delivery pace went down with below 50% of normal and quality of work and innovation went down the drain totally. Everything the team had fought for to build up was erased over night.

Flexibility in Agile and Activity based offices must be a perfect fit – or does it?

Organizations that decide to go with activity based offices probably have the best of intentions. I’m sure of that, people usually do. But I’m also sure they need better advisory. It might look as if the flexibility in both agile and activity based office works really well together (and this is an argument I’ve heard sales people for these solution use). And it might look like you will save a lot of money, not having as many seatings as before, and it might look like people will get to know each other a lot better when they move around every day, and you might think they will love their new updated beautiful workplace with special designed chairs for people who like to sit alone not seeing or being seen by any one else. But it´s all wrong – so wrong – at least if you want collaboration, innovation and high speed in your organization and culture. Flexibility is not always what you need after all. (more…)

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Many times while coaching people we want to be able to quickly give people new perspectives, food for thought and bring people together around shared understandings and common goals. Thats why we created these pattern cards for successful Agile transformation, to enable engaging discussions. Please feel free to download and use them you too if you feel they can help you to create valuable dialogues too.

You can also purchase these decks of cards in our Online Shop >

EDIT: Updated Pattern Cards (May 8) with 5 additional patterns

– Stable Teams
– Reflection
– T-shaped People
– Distributed Decision Making
– Impediments Removal

Free Download of the Pattern Cards For Successful Agile Change (PDF) >

The different cards are visualizing patterns that we have seen to be the most important to succeed with Agile transformation and scaling Agile organizations.

patterns for successful Agile change

Suggestion of how to use the pattern cards

You can probably use them in many different ways. Here is how we have used them with leadership teams most of the times.

Group people in smaller groups, 3-5 people. Give them a time box of 10-15 min to prioritize the 5 cards they find would bring the most value to focus on in the next period (3 – 6 months perhaps). (more…)

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Introduction

Last blog I wrote about how we coached and supported the management group to identify next steps in their agile transformation. One of the actions was to change the teams to become Feature teams. Teams who have all needed competences to deliver end customer value.  This blog I will describe how I facilitated the Feature team self selection workshop.

Overall agenda for the workshop

Each step of the workshop is described in a few more words under each heading in the blogpost. I described the overall workshop process with a flip chart that you can see below to make the workshop process easy to understand for all participants.

  • Presentation of Self selection boundaries
  • Product Owner present example deliveries from the backlog
  •  All prepare their own “avatar” with skills
  • Collaboration and self selection
  • Each new team validate towards boundaries
  • Each team identify concerns with their team setup
  • Repeat 4-7 until we reach our goal “Good enough for now, Safe enough to try”
  • Short retrospective

Presentation of Self Selection boundaries

We had a few rules to guide them in their self selection and collaboration efforts to identify Feature teams.;

  • Do what is best for the company
  • Go for teams that is close to equal in size, experience and competence
  • We want self managing teams able to deliver on the example backlog items
  • We want teams who learn how to collaborate and share knowledge to develop as a team over time

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The first course occasion of Agile Change Management has been held successfully on 14-15 November 2017 with 10 experienced and curious change leaders participating from companies in transportation, retail and consulting. We are very grateful for the generous exchanges of ideas and experiences by all participants and we are very happy to see that everybody shared many laughs during the numerous practical exercises 🙂

Participants’ comments on LinkedIn can be found here and here. We work extensively with feedback on all our courses and the next occasion will incorporate a dozen or so improvements to make it even better.

Agile Change Management Training

To successfully lead change in a people-friendly way when operating in a complex and rapidly moving environment we need an iterative discovery of what actually works in terms of bringing people and system to work in a new and improved way. We have combined concepts from Lean, Agile, DMAIC and the Standard by ACMP and labeled it Agile Change Management. Experience from teaching these concepts in Japan, the United States, Brazil, UK, Ireland, Sweden and China have been incorporated into the design of this course.

In the picture below we see the Agile Change Process which is made up of an outer circle representing a change that is needed. It contains both a people track and a system track as both dimensions are needed for change to happen quickly and ensure return on investment. The inner circle Plan-Do-Check-Act is the iterative discovery using experiments that gradually takes us past obstacles and towards the goal. The change is concluded when peoples’ new abilities have led to goal fulfillment and the improvement is sustained and celebrated.

The concepts covered in the Agile Change Management training are covered in a free poster.  The Agile Change Management in a Nutshell poster is available for free download here > (more…)

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Agilitet utanför IT

For all Leaders interested in building an Agile mindset and enable organizations fit for complexity and innovation.

Are you a Curious Leader?

During the fall of 2017 we at Dandy People have set up a series of seminars and meetups for Curious Leaders, exploring different areas of interests in what an Agile mindset and an Agile Transformation could mean in other areas than what usually might be perceived as Agile by many mainly involving IT and development teams.

We call this series “Curious Leaders” and we invite all leaders who’s interested in growing that Agile mindset and finding new ways of building strong and flexible teams and organizations fit for humans that can manage complexity and enable every day innovation and quality. This applies in any business or service who are digitized within the organization and sell digital services or products.

What does this really mean for leadership, organization, recruiting, procurement, business strategies, marketing, projects, deliveries and our ways of working and processes?

Don´t miss this great opportunity to learn from the best and become an organization for the future!

Free Seminars and Meetups for Curious Leaders

December 7 – Next Sessionbeyond budgeting free

For Curious Leaders – Beyond Budgeting

With Bjarte Bogsnes, Senior Adviser at Statoil

Bjarte Bogsnes has a long international career, both in Finance and HR, and has been heading up the implementation of Beyond Budgeting at Statoil. Bjarte is Chairman of Beyond Budgeting Round Table (BBRT).

We welcome curious leaders to this exciting seminar in Beyond Budgeting! The well known speaker, author & teacher Bjarte Bogsnes, Senior Advisor at Statoil, shares his insights in dynamic forecasting, no traditional budgets, the KPI trap & Statoil’s “Ambition to Action” model. Beyond Budgeting is also known as “Agile Budgeting”.
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I dag kick-startade vi våra frukostföreläsningar hos oss på Dandy People. Det blev fullt hus med gamla och nya vänner. God stämning och frukost, samt mycket spännande diskussioner med högt i tak. Dagens bästa citat stod nog Benny Forsberg för när det var dags för diskussionerna -“Hur många dörrar kan man slå upp på en morgon egentligen :)”. Lika delar igenkänning, provokation, nya inspirerande lösningar och lyckade exempel verkar vara en bra mix 🙂

Jag håller tummarna för att visioner och goda ideér till förändrat arbetsätt och ledarskap fick näring i dag, och att dom kommer att fortsätta att spira på fler håll i framtiden.

Här är beskrivningen av presentationen:

När kunderna kräver bättre digitala tjänster och produkter behöver företagen hitta nya sätt att organisera sig för att snabbare leverera kundnytta. Gör man inte det riskerar man att bli omsprungen av snabbare konkurrenter. För att lyckas med detta krävs medvetenhet hos ledning och ett strategiskt ledningsbeslut.Den här föreläsningen riktar sig till nyfikna ledare som vill möjliggöra kundfokus och innovation.

Mia går igenom trender och nya tankesätt kring hur man organiserar sig och leder arbetet på ett målstyrt sätt för att mobilisera hjärnkraft med korsfunktionella och autonoma team som snabbare kan leverera rätt produkter och tjänster. Mia visar även modeller för hur organisationer kan arbeta strukturerat med innovation och kundfokus för att välja att bli en haj i stället för en snigel samt riktiga exempel på den här typen av transformation från olika typer av branscher.

Är ni intresserade så kan vi också föreläsa internt hos er på er arbetsplats exklusivt med den här presentationen, eller någon annan inom Agil förändringsledning, ledarskap, Lean UX, produktledning, skalat Agilt arbetssätt, Agil upphandling eller annat ämne som passar er. Kontakta oss enklast här >

Tack alla som deltog, och alla Dandys som högg i och hjälpte till!

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Agilitet utanför ITI veckan hade vi vårt första öppna kvällsevent på Dandy People med temat “Agil transformation utanför IT”. Ämnet engagerade många och platserna fylldes snabbt upp.

Gemensamt utforskade vi vad det innebär att vara Agil och när man har nytta av att agera Agilt. I små grupper fick deltagarna sedan bläddra i kortleken vi har skapat med mönster (patterns) för lyckat Agil transformation och välja de 5 som man trodde skulle skapa mest effekt i den egna organisationen. Det var inte helt lätt att välja bland de 20-tal korten, många reflekterade över hur olika dom hade valt, att det kunde skilja så mycket mellan olika bolag vad som behövde komma till för att möjliggöra ett Agilt arbetssätt.

Som avslutning diskuterade vi deltagarnas egna frågeställningar i en Lean Coffee och efter det gemensamt mingel. Det blev många givande och spännande diskussioner.

Stort tack alla som deltog och delade med sig av sina erfarenheter och frågeställningar. Vi hoppas vi ses på nästa event igen under hösten 🙂

Den här kvällen var ett litet smakprov på innehåll från Joel Ståhls kurs Agile Change Management.

Pattern Cards and feedback

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Many thanks to Arie van Bennekum, co-signator of the Agile Manifesto, for sharing his view on the two constant success factors in agile transformations over the years:

  1. Vertical support (buy-in for the change all the way to the top of the organization)
  2. No dogmatism!

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The updated version 1.1 of the poster “Agile Change Management in a Nutshell” is now available for free download! This poster is the latest addition to the “In a Nutshell” series!

The Agile Change Management in a Nutshell poster is available for free download here >

Free download: Portuguese >
Free download: Spanish >

Buy printed A1 poster >
You are welcome to share this link and print as many posters as you want.

Free Agile Change Management Poster

While many change management methodologies contain proven methods based on substantial experience and research, not enough is done to cater for the highly complex nature of change where you can’t simply “plan-and-execute” and get it right the first time. An iterative approach with rapid feedback and gradual learning is therefore suggested here.

Similarly, lean or agile methods risk being not deep enough if only focusing on basic PDCA. We want to include best practice in defining the problem to be solved together with assessment of the change capability of the people and organization going through the change. To assert that improvement has happened beyond a shadow of a doubt in a high-variation environments, statistical significance between baseline and new performance data should be established.

At Dandy People we have therefore combined the best parts of both approaches into what we label Agile Change Management and condensed it into one poster. At the center is the Agile Change Process which is made up of an outer circle representing a change that is needed. It contains both a people track and a system track as both dimensions are needed for change to happen quickly and ensure return on investment. The inner circle is the iterative discovery of what actually works in terms of bringing people and system to work in a new and improved way. The poster is based on concepts from Lean, Agile, DMAIC and the Standard by ACMP.

Change Management - Mia o Joel

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The updated version 1.1 of the poster “Agile Change Management in a Nutshell” is now available for free download! This poster is the latest addition to the “In a Nutshell” series!

The Agile Change Management in a Nutshell poster is available for free download here >
You are welcome to share this link and print as many posters as you want.

Free Agile Change Management Poster

While many change management methodologies contain proven methods based on substantial experience and research, not enough is done to cater for the highly complex nature of change where you can’t simply “plan-and-execute” and get it right the first time. An iterative approach with rapid feedback and gradual learning is therefore suggested here.

Similarly, lean or agile methods risk being not deep enough if only focusing on basic PDCA. We want to include best practice in defining the problem to be solved together with assessment of the change capability of the people and organization going through the change. To assert that improvement has happened beyond a shadow of a doubt in a high-variation environments, statistical significance between baseline and new performance data should be established.

At Dandy People we have therefore combined the best parts of both approaches into what we label Agile Change Management and condensed it into one poster. At the center is the Agile Change Process which is made up of an outer circle representing a change that is needed. It contains both a people track and a system track as both dimensions are needed for change to happen quickly and ensure return on investment. The inner circle is the iterative discovery of what actually works in terms of bringing people and system to work in a new and improved way. The poster is based on concepts from Lean, Agile, DMAIC and the Standard by ACMP.

Training in Agile Change Management

A two-day training class is offered by Dandy People in using the tools and techniques covered in this poster.
See course details and sign up for the Agile Change Management training in Stockholm here >

Change Management - Mia o Joel

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Agil HR – Certifiering – 2 dagar På plats
Target Group: Alla som arbetar med HR och personalfrågor - HR-chefer, HR business partners, HR-specialister, linjechefer, verksamhetschefer, konsultchefer.
Teachers: Björn Sandberg, Frida Mangen, Jenny Persson
18-19 september, Stockholm