The Art and Science of Change

by jason on May 9, 2013

I’m sitting here exhausted after a day at The Art and Science of Change followed by an evening of playing baseball with the kids!  Now my brain AND my body need an ice pack.

This conference stretched my comfort zone given it’s the first large event outside of the Agile and Lean communities I’ve presented at.  I’ll admit I was a bit nervous given the majority of the crowd was much more entrenched in the traditional change management world than me.  I was pleasantly surprised by the wonderful comments I received about my session, even though I did throw a fairly large rock in the traditional change management pond! [click to continue…]

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Toronto Agile Open Space Thoughts

by jason on April 17, 2013

theboardMyself and the rest of the Leanintuit crew attended the Toronto Agile Open Space last weekend in Toronto.  As usual it was a mentally and emotionally exhausting day!  I was happy to re-connect with old friends and to meet new ones.

This year’s theme was quality and I proposed a session to talk about the effects that motivation (or lack thereof) has on quality.  Do “motivated” people do higher quality work?  Gallup says that the US economy loses $350 B (Billion!!) per year in lost productivity due to dis-engaged employees.  I decided to see what other people thought about this and played the Moving Motivators game from Management 3.0. [click to continue…]

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Agile on Your Own Terms

March 17, 2013

If you asked 10 people what it meant to be “an Agile company”, you’d likely get 10 different answers. Some will tell you that Agile is a set of practices and processes while others will tell you it’s a mindset. They’re both right. In a certain context.

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Managing Responses to Change

March 9, 2013

Change projects have a lousy success record. Various change management studies dating back to 1995 show about a 30% success rate with success being defined as “project was finished on time, budget with the expected outcome”. I suggest those people who were able to know exactly how a change would come out buy lottery tickets. [...]

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Networks trump hierarchies for getting work done

October 28, 2011

The most common maps of enterprises are hierarchical “organizational charts”. We see them everywhere. We depend on them to illustrate the structural elements of an organization and identify the people working within them. Their underlying organizing principle is top-down granting of authority. Getting work done in organizations depends on relationships that traverse these artificial boundaries. [...]

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