Differences

This shows you the differences between two versions of the page.

--- wiki:offerings_organizational_transformation [2020/08/24 14:05] – Wordsmithed hpsamios
+++ wiki:offerings_organizational_transformation [2020/09/01 13:11] (current) – Added Executive overview hpsamios
@@ Line 1: / Line 1: @@
 ====== Organizational Transformation ======
-At the organizational level, a transformation engagement is made up of a mix of
+Transformations start with the leadership of the organization. There is an event, a trigger, where the leadership in the organization determines that the business needs to transform in order to be successful. The cause of the trigger is either:
-  * Coaching
+  - The organization finds itself in a situation where change is forced upon them. Perhaps the business environment has shifted in a direction which is not supported by your products. Perhaps your competitors have released a solution that effects the market for your products. Irrespective there is a need for the organization to change and change quickly.
-  * [[wiki:offerings_standard_workshops|Subject-specific Workshops]]
+  - The organization decides that they need to become more effective. Perhaps there are internal signs that there are problems such as customers or other business stakeholders becoming frustrated with your offering. Perhaps the leadership just knows that the organization is too complacent. Irrespective leadership decides that something needs to be done to improve.
-  * [[wiki:offerings_standard_training|Standard Training]]
-It starts with the leadership of the organization in order to determine the required business outcomes of the transformation, and proceeds with
+In either situation a case is made for change, and a decision is made to bring in some outside, [[:why_do_i_care_about_transformation_coaching_experience|experienced]] help. As the transformation coach my first step is to work collaboratively with you as leadership to determine the required business outcomes of the transformation and develop the plan, the roadmap, to achieve those outcomes.
-While every engagement is different, there are a couple of coaching approaches that can be regarded as "typical":
+At the organizational level, a transformation engagement is made up of a mix of Coaching, [[wiki:offerings_training|Training]], and [[wiki:offerings_workshops|Workshops]]. Further, there are a couple of typical patterns that organizations use to start a transformation:
 <searchtable> <sortable>
+^Engagement^Outcomes^SAFe?(("SAFe?" means that there is a SAFe version of this approach that can be applied.))  |
+|Lean-Agile Readiness Assessment|The Readiness Assessment seeks to identify potential impediments to smooth Agile adoption by looking at your people, your processes and the technologies you use. This evaluation is done through direct interviews with both executive, management, and key personnel as well as surveys, and analysis of current artifacts, and other tools. The result is a report of current status and impediments, recommendations, and the collected raw survey data.|Yes|
+|Lean-Agile Transformation Startup|Working with Executives, Managers, Teams and Customers, the Transformation Startup is aimed at establishing the roadmap for the transformation. Training is provided to ensure people understand the Lean-Agile values and principles to assure full participation in the planning. A specific plan, a roadmap for implementation, is developed for a specified set of organizations or projects. The Lean-Agile Readiness Assessment is often included in this approach.|Yes|
+|Lean-Agile Executive Overview|In order to have a successful transformation to Business Agility, we need to align executive stakeholders on the organizational problems to be solved, develop their understanding of what it means to be a Lean-Agile Enterprise, help them assess where they are on that journey, and guide them on the next steps to better understanding SAFe. During this session we will work through a set of workshop slides and exercises to: 1) Discuss current challenges with executives, 2) Introduce the 7 core competencies of a Lean-Agile Enterprise, 3) Self-assess current symptoms being experienced, and 4) Define next steps.|Yes|
+|Lean-Agile Quick-start|Sometimes you want to try some of the Lean-Agile ideas, perhaps as part of the Transformation Startup or perhaps just as a pilot to determine the effect the Lean-Agile approach will have on your organization. The Quick-start trains and supports a couple of teams in basic Lean-Agile philosophy and core practices. The result is that the Team(s) immediately work using the new approach which provides the organization with a chance to learn from their experience and decide what to do next.| |
+|Lean-Agile Organization Retrospective|If you already have an Lean-Agile implementation in place, you will see parts of your organization (be that at the team, product, project, management, or wider organizational level) where you think more improvement is possible. Through a process of observation and focussed activities we will collaborate to determine a specific set of plans focussed on improvement areas.| |
+</sortable> </searchtable>
-^Engagement^Outcomes^SAFe(("SAFe" means that there is a certified SAFe version of this course that can be given.))|
-| Lean-Agile Readiness Evaluation | In many cases you know what you want to do and so simply want to get started with the transformation. Others would like to take a more measured approach with some level of analysis to determine where the issues might be in your organization before you get started. The readiness evaluation seeks to identify potential impediments to smooth Agile adoption by looking at your people, your processes and the technologies you use. This evaluation is done through direct interviews with both executive, management, and key personnel as well as surveys, and analysis of current artifacts, and other tools. The result in a focussed report of current status and impediments, recommendations, and any raw data that I collect. | Yes |
-| Lean-Agile Transformation Startup | Working with Executives, Managers, Teams and Customers, this is aimed at establishing the roadmap for the transformation. Training is provided to ensure people understand the Lean-Agile values and principles which are then worked into specific plan for implementation for a specified set of organizations or projects. The Lean-Agile Readiness Evaluation is often included in this approach. | Yes |
-| Lean-Agile Quick-start | Sometimes you want to try some of the Agile ideas, perhaps as part of the Transformation Startup or perhaps just as a pilot to determine the effect the Agile approach will have on your organization. The Quick-start trains and supports a couple of teams in the basic philosophy of agile and core practices. The result that the team(s) immediately works using the new approach so you can learn from their experience and decide what to do next. | |
-| Lean-Agile Organization Retrospective | If you already have an Agile implementation in place, you will see parts of your organization (be that at the team, product, project, management, or wider organizational level) where you think more improvement is possible. Through a process of observation and focussed activities we will collaborate to determine a specific set of plans focussed on improvement areas. | |
-</sortable> </searchtable>