Transition Strategies

Thoughts and views on ways of implementing new change efforts in organizations.

‎An introduction to Lean Change Management.

A conversation with Jason Little, author of the Lean Change Management book. Lean Change Management advocates that any change plan has to be described as a set of assumptions and that the change agents, change stakeholders and change recipients are responsible for validating those assumptions using explicit hypotheses. Validated learning is learning from data measured in experiments.

Companies must pay as much attention to the hard side of change management as they do to the soft aspects. By rigorously focusing on four critical elements, they can stack the odds in favor of success.

A look at the possible stages of development in a scrum adoption journey.

Some organizations are completely tied to the traditional processes simply because they have mastered the system over time. Embracing and mastering Scrum is also the ultimate weapon against poor teamwork and bad results in an organization. Scrum promotes cross-functional teams and positions organizations towards becoming truly Agile. However, the process does not take the flip of a switch. Learn what is Scrum transformation and what is required for organizations to make it through the journey. From the nascent stage of Scrum transformation "Technical Scrum'', to "Organizational Scrum'' in this text.

The analogy between playing Chess and Agile transformation

Transforming an organization from its planned-approach system to full agility is a process that has many challenges. Most organizations end up backing out from the journey. But, just like playing Chess, Agile transformation takes time to master. Tristan Libersat in this article mirrors Chess to Agile transformation giving tips on how the game relates and teaches us about Agile transformation.

Steering away from the Agile Industrial Complex by identifying negative anti-patterns and adopting healthy patterns.

Have you ever asked yourself why most Agile transformations fail in organizations? Even after a successful start of the journey to change from a planned approach system to an Agile setting, a couple of organizations don't make it to the finish line. This is a result of countless setbacks that spur amid the transition. But where do they really go wrong? The article explains anti-patterns leveraged by leaders to implement change that trigger fear and resistance in the employees and in the end hinder the whole transformation process. You will also learn some of the patterns like motivating your employees that shed light on successful transformations.

What agile transformation really means and the steps required to transition your non-agile status quo to an effective agile culture.

Christine Thompson, an agile coach, narrates leaving her former organization to help a new company transition to agile. The change prompts her to reflect on what is really agile transformation and why implementing it in an organization is hard? In the text, she leverages credible agile sources like the Michael Sahota book and concludes that most organizations only "adopt agile" and get trapped in a non-agile world thinking they have transitioned to an agile culture. She notes that a transition of a whole organization takes every stakeholder, including management, and involves basic adoption, team agility, and organizational agility.