Visualizing Your ChangeKeep your change plans, and status updates, visible.
This is the most important practice of Lean Change Management. Make your change plan, progress and feedback visible. Encourage change stakeholders to meet in front of the wall. The purpose is to create meaningful conversations face-to-face wherever possible.
Treat your change wall like a product. Who would be the consumer? What questions should it answer? Where is the best location for it?
Even in distributed organizations, a big visible change wall becomes your communications plan, meeting place to talk about risk, and allows you to create new rituals that are focused on the conversation.
Stories and Examples
We’re almost a month into the New Year which means 80% of people have abandoned their resolutions. In this Inc.com article, the two main reasons include being unreasonable about your resolution, and the word resolution itself. I didn’t have a New Year’s resolution...
This is the story of the journey to integrate change management into a continuous delivery model, from the perspective of 4 people and their respective roles as Change Managers (Portfolio and Project Level), Scrum Master and Agile Coach.
Telling people about the change doesn’t have a strong enough impact – you need to get the people affected by the change involved in the design of it. Here’s how National Leasing used Change Canvases to trigger co-creation of change.
Listen to April Jefferson’s story about how she helped two teams and their management team transition to Agile by using strategic and team-level canvases that provoked deep conversations.
Find out how HolidayCheck started their journey with Lean Change Management. It can be much more simple than you might think!