5 things Eames taught me about agile project delivery

5 things Eames taught me about agile project delivery

Recently I was reading about the creative process of Ray and Charles Eames, the couple who epitomized modern furniture design in the 1940s-60s. I was immediately struck by how many agile concepts were championed by Eames all those years ago. What we now know to be the ‘new way’ of implementing projects in-fact go back a long way.

Here are some of the agile principles that have been championed by Eames in their design process.

1) Not reinventing the wheel

To deliver on the challenges of a new project the typical team often relies purely on the brain power of the existing team members in all facets of the project. However, there are significant opportunities to leverage from various experiences either within or outside the organization. This can include:
– Previous roll out experience of this particular product/service and how employees or customers experienced this roll out previously
– How to work with particular stakeholder groups as experienced by other project team members
– The successes and failures of the approaches that others have taken in designing the project solution (either technical or process solution)
– The approaches previous project teams have taken to meet the timeline challenges and lessons learnt
– The successes and failures of other teams in implementing any learning and development interventions as part of other projects, in terms of systems, content design and roll out approaches

2) Continuous testing and learning

Agile project approaches focus on iterative design and releases so that the project team can learn from each iteration. With each iteration, the overall solution then becomes more and more fit-for-purpose.

However, continuous testing and learning should not just be restricted to those project team members focused on process or technology design. All project team members should be involved in this. For example, from a change management perspective:
– Testing messages with employees to see if the message resonates and is appealing. One can also leverage the A/B Testing approach of coming up with 2 messages to test and seeing what the responses are. This can be done digitally (channeling half of the users to one version and the other half to the other version) and assess the impact of the message.
– Testing the learning content with users. For example, select a module to test with a sample group to collect feedback on whether the content is appropriately structured, positioned at the right level in terms of detail and clarity and using the right medium/channel
– Testing impact assessment details with users. Most projects select business representatives or subject matter experts to test the impact assessment details. However, testing impact analysis and understanding with end users can be hugely valuable to obtain a much more accurate assessment

Check out our article on what you can learn about change management through a famous Eames video.

3) “Respecting the materials at hand”

Understanding the capabilities, limitations, strengths, and weaknesses of the resources that the project team is working with are key to success. Resources, in this case, should be broadly viewed as including such as people resources, system resources, process maturity, and stakeholder capabilities.

The ability of the project team to understand and ‘read’ the capability levels of stakeholder groups to be able to learn, adapt, and embed new processes and behaviours needs to form a part of the work of the change lead. With better understanding, the project is then able to formulate the right design and support interventions to help drive and embed the new changes.

4) Come up with new perspectives and new ideas through play and fun

The Eameses continuous incorporated play and fun into their lives and it was through this that new ideas and perspectives often appeared. For the project team, incorporating play and fun is also important. Some examples of this could be a ‘hackathon’ for team members to go out of their comfort zone and come up within a short period of time (often 1-2 days) a problem and an already designed solution to fix it.

Periodical team development and bonding sessions could also be designed to incorporate a sense of play and fun. The trick is to incorporate elements of play and fun outside of the project context, as well as then linking things back to the project at hand. For example, the facilitator for the development session could design into the session dialogue around how their experiences have helped them to realise a different approach or idea of how they would work differently.

5) “Eventually everything connects”


One of the most important principles touted by the Eameses is that “eventually everything connects”. This is quite a profound statement in that it forces us to think broadly about what are the elements we are working with and how are these elements connected together. For example, how are our processes, the system design, the stakeholder communications, the learning interventions, and project branding, all connected together to form a system?

Whilst the elements of the system at a project level is critical. The project team also needs to look broadly across the organization to understand what is going on and what are all the dots and elements and how they are connected. To put this into illustration, what are other projects and changes that the organization is going through? How are these interlinked or not linked to the current project? How are other initiatives impacting the same parts of the business that this project is also impacting? As a result, how do we help the stakeholders to connect the dots around how different initiatives are connected to support a particular strategy or focus area? All these are important considerations for project and business success.

Read our ultimate guide to agile for change manager.

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Lessons in Change Management from “The Powers of Ten”

Lessons in Change Management from “The Powers of Ten”

In 1977, Ray and Charles Eames, celebrated for their iconic mid-century furniture, embarked on a cosmic journey. Their creation, “The Powers of Ten,” takes viewers from an ordinary picnic on Earth to the edges of the observable universe, showcasing the vastness and intricacy of our cosmos. Beyond its cinematic wonder, this film offers profound insights into change management – a journey of continuity and transformation. Let’s embark on a parallel voyage, learning valuable lessons from the Eames masterpiece. The link to the famous 9-minute video can be found here.

The Power of Change Management Components

Change management, much like the universe depicted in “The Powers of Ten,” encompasses a multitude of components. Let’s explore these components and understand how they relate to effective change management.

  1. Continuity and Change

In “The Powers of Ten,” we witness the dynamic interplay of continuity and change. Just as our universe maintains its constants while evolving, organizations must strike a balance between what remains unaltered and what must adapt. This balance is essential for effective change management. Identify the periods when your frontline staff are pivotal, align your change strategies with these busy phases, and ensure that new initiatives consider these high-activity periods.

  1. Understanding Cultural Context

In “The Powers of Ten,” every frame reveals shifting perspectives. Similarly, when communicating change, acknowledge the diverse lenses through which employees view your messages. Understand their cultural contexts and adapt your approach. One-size-fits-all communication often falls short. Tailor your messages to resonate with various audiences, fostering greater acceptance and engagement.

  1. Cross Collaboration through Context

Change flourishes when change drivers collaborate effectively with change receivers. Drivers must provide vision, intent, resources, and leadership, while receivers offer feedback, support, and behavioral adjustments. Successful collaboration relies on a deep understanding of each other’s contexts. Learn why changes are necessary, how to implement them, and what they require. Acknowledge the cultural context of those impacted by the changes, a crucial aspect often overlooked.

  1. Data-Driven Decision-Making

Statistics reinforce the importance of change management. According to a study by Prosci, organizations using a structured approach to change management are 78% more likely to meet or exceed their project objectives. This statistic underscores the need for a strategic, data-driven approach in change management. Make informed decisions, assess the impact of change initiatives, and use data to guide your strategy.

  1. Stakeholder Engagement and Communication

Effective change management relies on robust stakeholder engagement and clear communication. Just as “The Powers of Ten” engages viewers with its visuals and narration, your change initiatives should engage stakeholders through well-crafted communication strategies. Ensure all stakeholders are informed, involved, and heard throughout the change process.

  1. Leadership and Vision

In the Eames film, the journey from picnicking on Earth to exploring the cosmos required a guiding vision. Similarly, successful change management necessitates strong leadership and a clear vision for the future. Leaders must inspire, provide direction, and motivate teams to embrace change.

“The Powers of Ten” is more than a cinematic masterpiece; it’s a guide to navigating change within your organization. Embrace continuity while ushering in change, acknowledging the diverse cultural contexts of your employees. Facilitate collaboration through shared understanding, and maintain a sense of curiosity as you traverse the ever-evolving landscape of change management.

Take your first step into change management’s cosmic universe. Book a weekly demo with us to learn how to navigate the challenges and opportunities effectively.

Landing multiple changes – ACMP conference slides

Landing multiple changes – ACMP conference slides

Landing multiple changes - ACMP conference slides

These are slides from the presentation to the ACMP (Association of Change Management Professionals) Conference in Las Vegas.

The change analogy was used to help change professionals explain the various components and facets of managing a portfolio of change initiatives.

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