• WHEN: Friday 29 September 2017 9-5pm
  • WHERE: General Practice Training Tasmania Level 3/179 Murray Street
  • TRAINER: Jude Horrill, Accredited Lean Change Trainer

Masterclass outline:

  • The ‘why’ of the changing business and social landscape and how to make sense of it
  • What Agile is and how to apply Agile thinking to change programs
  • How a responsive mindset, agile toolkit, and lean change approach assists change engagement
  • The 3-Step Lean Change Cycle: Insights, Options and Experiments
  • The linkages between the Lean Change approach and your current Change Management methodology so you can start to work in a more agile way
  • How to apply this to your own change challenge using a One Page Change Canvas.

How do we approach change engagement in an era of disruption, complex social networks, and increasingly uncertain and chaotic environments? On top of that, how do we adapt to the fast emerging new world of work?

Those given accountability to realise benefits from change initiatives must learn new approaches and become skilful at creating tailor-made solutions to get results more quickly.

At its core, learning to adopt an agile mindset and agile ways of working are new imperatives.

Connect – Simplify – Change

Jude’s approach focuses on connecting people, and simplifying and tailoring engagement options through co-creation to more successfully deliver change outcomes.

She will cover a powerful collaboration framework that helps people to co-create and adopt change, based on the Lean Change Management Practice that uses ideas from Lean Startup’s, Agile, Organisational Development, and Change Management.

Lean Change Management is a feedback-driven approach to achieve change through people engagement, where change is managed and owned by everyone.

Jude will coach you through the 3 step lean change cycle and how to apply this approach to create more responsive, flexible change roadmaps.

Who should attend and why:

  • Change Practitioners who want to understand what agile is and what good agile looks like, how change management works in an agile environment, and share stories with other Change Managers on how they think change is shifting, and their experiences in agile delivery workplaces.
  • Project and Program Managers who want to remove delivery ‘blockers’ and learn more about how to engage their teams.
  • Business Analysts and Architects who want to understand the root cause of business issues and how to design ‘people empowered’ solutions.
  • People Managers who want to help their team’s effectiveness across the business.
  • Agile Practitioners who want to have a broader influence outside of their team and IT department, and learn new tools and techniques.
  • HR / People and Culture practitioners who want to ensure that Change Management is engaging the whole business and lifting capabilities.

What you will receive:

  1. Set of Lean Change Management flash cards (from Jason Little’s Lean Change Management book)
  2. A Certificate of Participation
  3. Access to ongoing support, shared learning and trouble shooting
  4. Membership of the Global Lean Change Agent Network.

Prep before you attend

Think about your current change program, project or problem in the most succinct way possible.  Get to the core one or two issues and write it down.  Capture what insights you might have as to why these issues exist, what you’ve already done to respond, or what you could do.  Essentially get your thinking cap on and root out the essence of the “why” question.

This will assist on the day as you will come with a heightened desire to solve your problem, will have done the groundwork, and importantly started to think about the solution in terms of the 3 step lean change cycle of: Insight – Solution – Experiment.

I also recommend that they read some core material on Jason Little’s website

at www.leanchange.org to have a broad knowledge of the process he uses and case study stories from blogs.

My advice when back at work

When you return to work after this course you will need to be confident in having conversations along the lines of ‘different times require different solutions’.  Even if you are not in a position to influence changes, I have had personal success and success with coaching clients who have simply changed one thing they personally do.

This has led to change in those around them and then in wider and wider circles.  The old saying, ‘build it and they will come’ actually works.  You can’t change others but you can start by changing something in and for yourself.

Also, start small and don’t think you have to change everything in a wholesale way from the get go.  Blended models work really well.  Lean Change and Agile doesn’t work in every scenario, and it doesn’t have to.  That’s not what the challenge is about in terms of building a new way of working.  In my experience it’s about having an agile mindset is bout ‘being agile’ not just ‘doing agile’.

Common hurdles

Influence.  The feeling that you will be unable to start a new conversation or not empowered due to your role or level of experience or many other factors.

The other common hurdle is Risk.  Organisations are still very risk averse, and as the outcome of change is inherently unknown, they prefer to avoid it and stick with the status quo.  

One of my favourite sayings is “nothing changes if nothing changes”.  In this course I cover the two key principles of lean change which are …

‘you can’t control the way people are going to respond to change, and people are more likely to be engaged if they are involved in designing the change’.

So a logical solution to the implementation hurdle is to adopt lean change ideas to engage more people in the business so they feel included and to collectively become more comfortable with trying new things and supporting each other.

This way when the next change comes, which it will,  there are increasing levels of comfort embedded in teams around the experience of change.

At the end of the day, we’re all in the same boat and lean change is one enabler to smoother waters.

More info about this course

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