THE AGILE SHINING CHANGE CATALYST

Welcoming change till you embrace it and start seeking it for you and for others is a symbol of being more agile. Do you agree?

Into the agile change

As stated in the agile manifest in the 4th core value:

“Responding to change over following a plan”

And in the 2nd principle of the 12 core principles:

“Welcome changing requirements, even late in development. Agile processes harness change for the customer’s competitive advantage.”

Therefore as agility foster change all the organizations are running transformational programs. That is why rigidities and flows to change is what most organizations struggle with today. So many theories and change management models were invented to drive organizational change to foster innovation and higher performance. Here are few to discover:

• Lewin’s change management model
• The McKinsey 7-S model
• Kotter’s theory
• Nudge theory
• ADKAR
• Bridges’ transition model
• Kübler-Ross’ change curve
• The Satir change management model
• Etc.

Human superpower to challenge the agile change

A parenthesis at a human level: Beyond theories and models and through few words my intention is to share with you after few years of passionated practice, as a nomad life style holders some self reflections, observations and understandings I do hold in my mind currently, that surely will evolve with my life journey:

1. Changing is a gift, that build up a strong critical experience core and meaningful life.
2. Some nomads could learn from their own life while changing countries and cities that the “FEELING HOME” could become a dream in some difficult moments. As a nomad style holder, I still learn thanks to the change to be humble, as per today you can find yourself living in a castle and tomorrow under a bridge and the way around. At the end you start being grateful for simple things as having a house.
3. Where do you find yourself more in the balance between exploration and execution? Be aware that the change makes you explore and that discipline helps you achieving outstanding results. Your focus factor also matter. So how would you deal with so much noise that might contain great opportunities? Any lean methods to help you filter the noise while keeping you aware of possible opportunities to grow?
4. When a change comes, know that you can not control it most of the times, try not only to adapt to it but also to take advantage from it to add value. It evolves to practicing the 4th core value of the craftsmanship manifest rather than the agile manifest that says:

Not only responding to change, but also steadily adding value

You own the reflection and action

Resuming a human to human idea that I wish it challenges you when you will face hard times with the change: Aren’t you amazed by the idea of transforming the pain into gain? How can you take advantage of the winds of change to build on greater future to you and to others?

The reflection and the answers are to you, the action too, wishing that the above questions would help you at some points to be a shining change agent in your personal life in order to be in the life of others.

So now I invite you to switch to the organizational level.

Inducing change at the organizational level

At organizational level I believe it is important to start with WHY a transformation?

Nowadays few organizations and startups want to change just to change as it becomes trendy nowadays to seek change. In most organizations and contexts people are asked, are you ready to change? They say yes, as it is the trend and/or their top management desire, but only few can really explain why to change? If people don’t understand why to change there will be no motivation to change.

So what empiric discovery you are looking for by the transformation? What are your set of hypothesis, what would you luckily learn from the experiment? If you would be able to list all the learnings and set of hypothesis you would like to validate before each experiment, you will be mindful as an organization to make the best outcome of each change or experiment to change.

What could make the transformation fail? Are you having a human centric approach while driving the change? If the answer is yes: Is the vision clear for all your collaborators? What benefits would your collaborators win if they support the change? Do you spread a win/win energy over your organization to support your change? Do you take into account the cultural context to adapt possible change models? What tools of systemic management do you use to help the change happen?

Learning from the critical experience

One thing important I learned after helping few transformations in different countries and cultures, ego dimensions could ruin any life project, however if the change flow is induced to people by a trip of enjoyable experiences that liberate human joy hormones then great things are going to happen.

That is why, I love and practice gamification, ADKAR, systemic management, ARTWork, trans-disciplinary research, anti-art, etc.

If you want to talk about it in detail with our experts, contact us!

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