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Table of Contents
Outline and Chapter Summaries
0. Foreword
a. Gary Hamel, Tom Peters, Dan Pink, Geoffrey Moore or John Kotter
1. Changing Change
a. Change is difficult for organizations and for people, and often something that they seek to avoid (with good reason). The landscape is littered with broad change frameworks that help people understand some of the high level stages of change (and the grief that may go with it), but don't help you get your hands dirty and actually make change happen. We hope to change all of that with our visual toolkit which will enable leadership to collaborate on building the case for change and the plan for achieving it
2. Planning Change
a. Change is scary and often people don't know where to begin, so they don't. Braden Kelley has developed a new tool the Change Planning Canvas that enables leadership teams and project teams to easily discuss the variables that will influence the change effort, and organize them in a collaborative, visual, fun way. At the end of our engaging planning process, you will have a group of solid plans that map your change program
3. Understanding the Current State
a. We may know we need to change, but why are we pursuing change now? Why can't we continue doing what we're doing? Who is feeling the pain? There are many different questions we will ask (and help answer) on the way to understanding and communicating the current state
4. Envisioning the Desired State
a. Who are we making this change for? What is the solution that we'd like to see in place? Why is this solution a big improvement over the status quo? We will help you work as a team with our visual tools to outline what you want the future to look like and distill it down into the key points to include in the story you socialize around the organization
5. Picking the Right Target for Your Change Effort
a. We think we know who all of this change is for, but is that group of people the group we should be targeting? Is there someone else we could target? What are the implications of targeting the selected group for our change efforts? Do they want this change? Often there are several potential targets for any change effort, and the group we choose to target first can serve to accelerate or to destroy the whole change effort
6. Prerequisites for Change
a. Too often organizations define the change effort they want to pursue without first identifying whether there are people, resources, legislation, or other circumstances that must be in place before the change effort can begin. We will explore the items to explore as potential prerequisites to the change program and its eventual success
7. The People Side of Change
a. The keys to success in any change program typically lay in the human elements, not in any technology components. This chapter will focus on the people beyond your primary change target, including those who can help and those who will resist, but also with a focus on identifying those people affected by the change that might not immediately come to mind
8. The Benefits of Change
a. Why are we doing this again? Here we will focus on the positive elements of change: the benefits to the business, gains employees might incur, and any positive outcomes for customers the change effort might generate. We will provide case studies and tools to help make sure we've captured all of the potential benefits
9. Barriers and Obstacles to Change
a. Every change effort is going to have obstacles to overcome and potential barriers that, if left unaddressed, could keep the change effort from being successful. We will look at some of the common barriers and obstacles that change efforts must face and ways to overcome them
10. Not Everything About Change is Wonderful.-a. We might like to think that every outcome of a change effort is positive, but the truth is that there are inevitably negative outcomes and risks that must be measured, mitigated and managed. We will look at some of the unexpected consequences of change and the risks you may face
11. Breaking it Down
a. One of the biggest reasons that change efforts fail (in addition to be being poorly defined or poorly supported) is from being too big. If you want to make your change effort successful, you must break it down into smaller change efforts than can be managed and executed more easily, thus providing the ever important quick wins that must lie on the road to eventual change success
12. Building the Case for Change
a. Change is difficult for organizations (and even people), and often something that they seek to avoid. At the same time, organizations struggle to convince people that change is needed. We will provide visual tools that will enable leadership to collaborate on building the case for change and a powerful, visual, and complete story capable of instructing and convincing people that change is needed (and wanted)
13. Now What (The Resource Challenge)
a. As we plan our change effort, we will need to identify all of the human, capital, and other resources that will be required to successfully complete the change effort. We must evaluate which resources we currently control and have available to allocate to this change effort, and which resources we will need to acquire, and who controls those resources or access to them
14. Leading Change
a. Change efforts don't happen by themselves, they must be led to completion. We will look at several great frameworks focused on the higher level principles of leading change efforts. We will highlight a few our favorites, which we believe do the best job of making change leadership understandable and possible
15. Selling Change
a. Earlier we discussed building the case for change, which of course is incredibly important, but building the case for change isn't enough. We must actively sell people on the merits and benefits of your change program and rally their logical, emotional and political support for the effort
16. Innovation is All About Change
a. Innovation is all about change. Innovation comes from identifying and capitalizing on changes in customer behavior, technology, society, regulations, etc. But innovation is not just about external changes. Any true innovation also inflicts change on employees, partners, and customers in order to successfully create competitive advantage
17. Project and Portfolio Management Are About Change
a. Projects change things. Project management is a disciplined approach to managing those changes (whether large or small). And portfolio management manages and balances a group of change efforts (that we choose to call projects instead of change programs). But projects, like change programs, are slow to start and quick to fail. We will look at how our visual toolkit can help project and portfolio managers get their projects off to a better start and help make their project portfolio more comprehensive
18. The Future of Change
a. The future of change? The future is change. Why else are organizations transforming their software development processes to be more agile? Why else do we now hear people talking about financial agility and organizational agility? The future of change will be one not focused on supporting speed to market, but on speed of transformation. The organizations that succeed and thrive in the future will not be those that are built to last, but those that are built to change. This means creating an ability to react and adapt to changing market conditions and to embed more efficient business processes FASTER than the competition.
0. Foreword
a. Gary Hamel, Tom Peters, Dan Pink, Geoffrey Moore or John Kotter
1. Changing Change
a. Change is difficult for organizations and for people, and often something that they seek to avoid (with good reason). The landscape is littered with broad change frameworks that help people understand some of the high level stages of change (and the grief that may go with it), but don't help you get your hands dirty and actually make change happen. We hope to change all of that with our visual toolkit which will enable leadership to collaborate on building the case for change and the plan for achieving it
2. Planning Change
a. Change is scary and often people don't know where to begin, so they don't. Braden Kelley has developed a new tool the Change Planning Canvas that enables leadership teams and project teams to easily discuss the variables that will influence the change effort, and organize them in a collaborative, visual, fun way. At the end of our engaging planning process, you will have a group of solid plans that map your change program
3. Understanding the Current State
a. We may know we need to change, but why are we pursuing change now? Why can't we continue doing what we're doing? Who is feeling the pain? There are many different questions we will ask (and help answer) on the way to understanding and communicating the current state
4. Envisioning the Desired State
a. Who are we making this change for? What is the solution that we'd like to see in place? Why is this solution a big improvement over the status quo? We will help you work as a team with our visual tools to outline what you want the future to look like and distill it down into the key points to include in the story you socialize around the organization
5. Picking the Right Target for Your Change Effort
a. We think we know who all of this change is for, but is that group of people the group we should be targeting? Is there someone else we could target? What are the implications of targeting the selected group for our change efforts? Do they want this change? Often there are several potential targets for any change effort, and the group we choose to target first can serve to accelerate or to destroy the whole change effort
6. Prerequisites for Change
a. Too often organizations define the change effort they want to pursue without first identifying whether there are people, resources, legislation, or other circumstances that must be in place before the change effort can begin. We will explore the items to explore as potential prerequisites to the change program and its eventual success
7. The People Side of Change
a. The keys to success in any change program typically lay in the human elements, not in any technology components. This chapter will focus on the people beyond your primary change target, including those who can help and those who will resist, but also with a focus on identifying those people affected by the change that might not immediately come to mind
8. The Benefits of Change
a. Why are we doing this again? Here we will focus on the positive elements of change: the benefits to the business, gains employees might incur, and any positive outcomes for customers the change effort might generate. We will provide case studies and tools to help make sure we've captured all of the potential benefits
9. Barriers and Obstacles to Change
a. Every change effort is going to have obstacles to overcome and potential barriers that, if left unaddressed, could keep the change effort from being successful. We will look at some of the common barriers and obstacles that change efforts must face and ways to overcome them
10. Not Everything About Change is Wonderful.-a. We might like to think that every outcome of a change effort is positive, but the truth is that there are inevitably negative outcomes and risks that must be measured, mitigated and managed. We will look at some of the unexpected consequences of change and the risks you may face
11. Breaking it Down
a. One of the biggest reasons that change efforts fail (in addition to be being poorly defined or poorly supported) is from being too big. If you want to make your change effort successful, you must break it down into smaller change efforts than can be managed and executed more easily, thus providing the ever important quick wins that must lie on the road to eventual change success
12. Building the Case for Change
a. Change is difficult for organizations (and even people), and often something that they seek to avoid. At the same time, organizations struggle to convince people that change is needed. We will provide visual tools that will enable leadership to collaborate on building the case for change and a powerful, visual, and complete story capable of instructing and convincing people that change is needed (and wanted)
13. Now What (The Resource Challenge)
a. As we plan our change effort, we will need to identify all of the human, capital, and other resources that will be required to successfully complete the change effort. We must evaluate which resources we currently control and have available to allocate to this change effort, and which resources we will need to acquire, and who controls those resources or access to them
14. Leading Change
a. Change efforts don't happen by themselves, they must be led to completion. We will look at several great frameworks focused on the higher level principles of leading change efforts. We will highlight a few our favorites, which we believe do the best job of making change leadership understandable and possible
15. Selling Change
a. Earlier we discussed building the case for change, which of course is incredibly important, but building the case for change isn't enough. We must actively sell people on the merits and benefits of your change program and rally their logical, emotional and political support for the effort
16. Innovation is All About Change
a. Innovation is all about change. Innovation comes from identifying and capitalizing on changes in customer behavior, technology, society, regulations, etc. But innovation is not just about external changes. Any true innovation also inflicts change on employees, partners, and customers in order to successfully create competitive advantage
17. Project and Portfolio Management Are About Change
a. Projects change things. Project management is a disciplined approach to managing those changes (whether large or small). And portfolio management manages and balances a group of change efforts (that we choose to call projects instead of change programs). But projects, like change programs, are slow to start and quick to fail. We will look at how our visual toolkit can help project and portfolio managers get their projects off to a better start and help make their project portfolio more comprehensive
18. The Future of Change
a. The future of change? The future is change. Why else are organizations transforming their software development processes to be more agile? Why else do we now hear people talking about financial agility and organizational agility? The future of change will be one not focused on supporting speed to market, but on speed of transformation. The organizations that succeed and thrive in the future will not be those that are built to last, but those that are built to change. This means creating an ability to react and adapt to changing market conditions and to embed more efficient business processes FASTER than the competition.