On February 23rd, I’ll be in New York City engaging in one of my favourite professional activities: speaking with and to my colleagues in the change management world. It’s always interesting to hear the divergent, and sometimes conflicting, viewpoints around management theory and implementation.
Although working with organisations on change programs is never less than invigorating and challenging, there are some that stand out for me.
I was at an Agile-themed conference recently as a featured speaker. But as is the often case at these events I was able to take in a lot of the other breakout and keynote sessions. Each was filled with fascinating discussions about building better teams, various techniques to move projects and organisations forward along with other related topics.
Putting an Adaptability program in place in an organisation is a bit like a farmer planting seeds and tending to the fields over the summer in anticipation of a great fall harvest. There’s a starting point and an end point. But a lot of things have to happen in between.
Working with adaptive teams embedded within command and control organizations, I’ve noticed an unfortunate and entirely unnecessary phenomenon.
It used to be that management skills were passed along from superiors, well aware of how an organization worked based on established institutional knowledge. The formula was simple: Take past management strategies, tweak and adjust for current realities and then manage. It’s an approach that was packaged, taught and executed with ease.
Putting a Lean change program in place in an organisation is a bit like a farmer planting seeds and tending to the fields over the summer in anticipation of a great fall harvest. There’s a starting point and an end point. But in between a lot of things have to happen.
Working with Lean over the years, I’ve grown to take special delight in seeing how customer engagement changes, develops and then becomes essential in the growth of an organisation.