have found it necessary to commit dedicated time for change agents to get together to continually revise the direction of an agile transformation. This involves planning, planning, and more planning. New information is always being uncovered which can make old assumptions invalid.
As discussed previously this new information can come from a variety of data sources.
Change agents will be discovering new learnings to execution of the Validated Change and Improvement Experiment lifecycle.
These new learnings will encourage change agents to modify both Minimum Viable Change Canvases as well as the transformation canvas, which in itself will result in new insight.
Leaving the Lean Change process aside for a moment, significant information will also be uncovered simply through the act of being on the ground and talking with change recipients, and other change stakeholders.
When we look at these and other sources of information at their entirety, it becomes clear that confusion can ensue if we do not try to manage some of this information.
One way to start off the change planning session is a method that we call insight analysis. Using this approach all new learnings are converted into specific insight items, and a deliberate processes is used to convert the insight into one or more actions.
The first part of the method is insight collection. To facilitate this MVC Canvas as well as the Transformation Canvas can be extended with an insight collection area. Change agents, change recipients and change stakeholders are encouraged to place insights into these areas as they occur. Again this insight could occur for a variety of different reasons.
An advantage of this approach is that insight can serve as another information radiator publicizing the latest thinking about the transformation.
Once insight is collected insight analysis can occur. This is typically done by aggregating separate insight tickets into related common themes, and creating a key insight for each common theme. Each key insight can then be used to coordinate one or more activity including updating the Transformation Canvas, updating one or more MVC Canvases, or reprioritizing the backlog of MVCs.
Read More Lean Change - Chapter 6: a Cadence Model for Workshops, Meetings and Review Sessions When Running Lean Change at Scale
- Overall Cadence Model
- Change Agent Daily Standup
- Change Recipients Improvement Update
- Stakeholder/Sponsor Update
- Change Agent Planning
- MVC Canvas Refresh
- Transformation Canvas Refresh
- MVC Backlog Replenishment
- Metrics Update