I was fortunate to be interviewed by Ro Gorrell and Charlotte Mawle for their upcoming Change Ignition podcast. In this episode we talk about simple solutions for integrating change management and agile teams, as well as how letting go as a change agent helps you keep your sanity, and helps people realize you're there to help, not to push change on them.
I was fortunate to be interviewed by Ro Gorrell and Charlotte Mawle for their upcoming Change Ignition podcast. In this episode we talk about simple solutions for integrating change management and agile teams, as well as how letting go as a change agent helps you keep your sanity, and helps people realize you're there to help, not to push change on them.
Prosci adapted ADKAR to work inside agile. Lean Change Management was built from agile principles. Here's why that distinction matters for change practitioners.
Prosci’s “Lean Change + ADKAR” article ranks well but conflates process Lean with Lean Change. This post sets the record straight: Lean Change is a feedback-driven, co-created way to evolve systems through small, testable experiments—not a linear adoption model. We show where their mapping misleads, when ADKAR can be a useful diagnostic (not the backbone), and how to run real experiments that beat change theatre.
Flattening your org chart? A 20-year study of 5,500 finance firms shows that shedding a management layer leaves you with a workforce that’s more conscientious, agreeable, and open—because autonomy-averse staff exit. Pilot-led, C-suite-backed shifts keep top talent; big-bang rollouts leak it. Remember: structure shapes retention.
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