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
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.
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.
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.
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.
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.
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.
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.
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.
In the ever-evolving landscape of project management and software development, Agile has transcended its origins and become a versatile approach applied not only in software development but also in project and operations management. As Agile gains popularity, change practitioners are increasingly aligning their strategies to support Agile environments. This article explores the fundamental principles of Agile and how they dovetail with change management, highlighting the valuable lessons we can draw from Agile’s evolution.
The Convergence of Agile and Change Management
Agile’s Expansion Beyond Software Development
Agile, initially conceived for software development, has expanded its horizons to encompass project management and operations. The principles that underpin Agile, outlined in the Agile Manifesto, have become a guiding light for many across various industries. With methodologies like Scrum, Kanban, and Refactoring, Agile can be applied at different levels, from project teams to program and portfolio management.
Change Management and Agile: A Harmonious Union
Having personally gone through the Scaled Agile certification process, I was struck by how many fundamental change management principles are deeply embedded within Agile. In my multi-day training course, case studies, and examination, I realized that many concepts that are considered common sense in change management are sometimes perceived as ‘new’ for technical leads or project managers in an Agile context. Agile inherently incorporates principles that change managers have advocated for a long time.
Foundational Change Management Principles in Agile
1. Individual Interactions Over Processes and Tools
In technology-driven environments, technical professionals are highly regarded for their problem-solving skills. The typical response to issues or improvement opportunities is to seek technical solutions. However, the Agile Manifesto focuses on people and interactions. It stresses that teams perform at their best when they maintain constant interaction to ensure effective communication, clarity, and understanding of the work at hand. For instance, a study by McKinsey found that projects with strong team interactions deliver on their objectives 95% of the time, while those lacking strong collaboration only succeed 50% of the time. This principle resonates strongly with change managers, who have consistently advocated for a focus on people and behaviors as central to change management success.
2. Early Involvement of Stakeholders
Agile projects move swiftly, making it crucial to involve stakeholders early in the project development lifecycle. Early engagement ensures clear alignment, fosters relationships among team members, and helps draw out assumptions and set expectations. For example, a survey conducted by Prosci revealed that projects involving early stakeholder engagement had a 74% success rate, compared to only 31% for projects that did not engage stakeholders early. This aligns with change management practices, which emphasize engaging stakeholders early to secure buy-in and alignment. Beyond formal communication, it encourages open dialogue and the testing of assumptions for early clarity across the project team.
3. Empowering Team Members
Traditionally, project managers held the reins in decision-making across all aspects of a project, including solution features and task allocation. Agile challenges this command-and-control model by empowering teams to make these decisions. Effective Agile teams are often self-organized, with project managers transitioning to coaching and enabling roles. For example, a study by Gallup found that empowered teams have 21% higher productivity and 28% less absenteeism. This empowerment aligns with the core principles of change management, which emphasize team dynamics and employee empowerment as essential for team development and engagement.
4. Cross Collaboration
Agile projects thrive on the diverse collaboration of team members from different disciplines and departments. This diversity of thought leads to more innovative ideas, as it brings different perspectives to problem-solving. For example, a report by Deloitte found that organizations with cross-functional teams are 1.7 times more likely to be leaders in innovation. Agile practices, such as cross-team daily stand-ups, release planning, and retrospectives, require different disciplines to come together and contribute to the project. Change management has long focused on breaking down silos and promoting collaborative behaviors, using workshops, communication, campaigns, and leadership influence to foster the right culture and behaviors for successful outcomes.
5. Designing Bite-Sized Changes
One of Agile’s fundamental principles is the idea that, instead of launching large, all-encompassing changes, it’s better to break them down into smaller, iterative pieces. This approach allows for continuous learning and improvement and mitigates the risk of major failures. Change management aligns with this principle by assessing the change capability and capacity of impacted audience groups. For instance, a case study by Prosci showed that an organization that implemented small, incremental changes had a 20% higher user adoption rate compared to organizations that introduced major changes all at once. Smaller, bite-sized changes are easier for users to accept, preventing change fatigue and disruptions to business as usual.
6. Leadership
Agile explicitly acknowledges that organizational managers and leaders bear the ultimate responsibility for the adoption, success, and continuous improvement of lean practices. Leaders must steer the organization towards agile and lean behaviors, role-model the right behaviors, create an environment conducive to team success, and ensure continuous team learning. Leadership plays a central role in change management, driving transformation, and cannot be delegated.
Agile and Change Management in Action: Best Practices
As we’ve explored the evolving landscape of project management and software development, it’s clear that Agile is no longer confined to its origins. It has become a versatile approach, expanding beyond software development to encompass project and operations management. With Agile’s growing popularity, change practitioners are increasingly aligning their strategies to support Agile environments. In this article, we’ve delved into the fundamental principles of Agile and how they seamlessly integrate with change management. Now, let’s take a closer look at real-world best practices with actionable advice and examples that illustrate the power of combining Agile and change management in practical scenarios.
What’s more, we provide actionable advice that you can apply directly to your projects. Whether you’re leading a software development team or managing a complex change initiative, the best practices we showcase can be tailored to suit your specific needs. From effective stakeholder engagement techniques to strategies for empowering your teams, you’ll find practical steps to ensure your projects thrive. For example, implementing daily stand-up meetings for cross-functional teams can significantly enhance collaboration and idea exchange within your projects.
By incorporating these best practices, organizations can harness the full potential of Agile and change management to adapt, innovate, and achieve exceptional results. With expert guidance and empirical evidence of successful benchmarks, you can confidently implement these principles in your projects, ensuring success in even the most complex and dynamic environments.
The synergy between Agile and change management is undeniable. Agile principles, which emphasize people, collaboration, empowerment, and adaptability, align remarkably well with the foundational principles of change management. Whether transitioning from a technical background to Agile or integrating Agile into change management practices, it’s essential to recognize that Agile is more about mindset and principles than specific technicalities. By embracing these shared principles, change management and Agile become a harmonious partnership, working together to drive successful transformations and project outcomes.
To learn more about how The Change Compass can help you bridge the gap between Agile and change management, book a weekly demo with us.
