Lean Change Management: Innovative practices for managing organizational change by Jason Little -- Read -- Imperial Library of Trantor

Create Urgency Form a Powerful Coalition Create a Vision for the Change Communicate the Vision Remove Obstacles Create Short Term Wins Build on the Change Anchor the Change in Corporate Culture

MCKINSEY 7S FRAMEWORK 2 SUMMARY OF FRAMEWORKS

6. OPTIONS

HOW TO CHOOSE OPTIONS FACTORS THAT AFFECT YOUR OPTIONS HOW TO ASSESS YOUR OPTIONS ALL OPTIONS HAVE A COST UNDERSTANDING THE BLAST RADIUS USING YOUR SPHERE OF INFLUENCE

Creating the Diagram

CLASSIFYING YOUR OPTIONS SHAPING YOUR CHANGE PLAN

7. EXPERIMENTS

WHY EXPERIMENTS? CREATING HYPOTHESES FOR EXPERIMENTS HYPOTHESIS CREATION TEMPLATE VALIDATING EXPERIMENTS THE FEEDBACK-DRIVEN APPROACH WORKS PLANNING TOOLS: CANVASES THE IMPROVEMENT CANVAS USING THE ONE-PAGE CHANGE PLAN

Encouraging Feedback

Back at The Commission…

MEASURING EXPERIMENTS

Qualitative Measures Quantitative Measures Leading Indicators Lagging Indicators

TEAM-DEFINED MEASUREMENTS

8. CREATING ALIGNMENT FOR CHANGE

DEVELOP YOUR STRATEGIC CHANGE CANVAS

Facilitating a Strategic Change Canvas Session

ALIGN YOUR ORGANIZATION

Keep Your Eyes Open! Tactical Change Canvases

DEVELOP YOUR CHANGE AGENT NETWORK EXECUTE THE LEAN CHANGE MANAGEMENT CYCLE SO, WHAT HAPPENED AT THE COMMISSION? WHAT WORKED VERY WELL HERE WHAT WE COULD HAVE IMPROVED

CREDITS, TIDBITS AND REFERENCES

KUDOS! CROWD-FUNDING BACKERS BETA READERS REFERENCES

AUTHOR