Training: Lean Change Management

Duration and language:

Onsite training - 16h - 2 days each 8 hours (including breaks).

Online training - 18h - 3 days each 6 hours (including breaks).
Online training schedule:

• 09:00 - 11:30 CET online session,
• 11:30 - 12:30 CET break,
• 12:30 - 15:00 CET online session.

The training is in English. A Polish version is also available.

Target group:

The training is intended for:

• change agents, agile coaches, Scrum Masters,
• department/team leaders and managers,
• organization management board,
• representatives of non-IT departments such as sales and marketing.

Those who want to grow the organization according to innovation, Agile and Lean principles.

Training preconditions:

Minimal knowledge of basic issues in area of change management, project management or product development. Participation in change management or organizational culture change initiatives that affect the work of a team of several people or many teams at the same time.

For online training, it is required to be computer literate and meet technical requirements: https://valkir.pl/en/online-training/.

Price includes:

• Preparation and training performed by an expert, LCM and ICAgile accredited trainer, Agile and Lean experienced consultant.
• Effective training in a small group - on average 6-12 people.
• Official ICP-CAT certification valued $60 (as part of the participation and small assignment after training), issued by ICAgile as part of the Enterprise Agile Coaching development path.
• Official Coaching Agile Transitions with Lean Change Management certification, issued by Lean Change Management Association.
• Agile Explorer Badge issued by Lean Change Management Association.
• LCM accredited training materials.
• PDF copy of Lean Change Management book.
• License fee paid to LCM and ICAgile accreditation bodies.
• Access to the Modern Change Agent Community (trial 3 months membership).
• Access to the Lean Change Management Slack channel.
• Lunch and catering (drinks and snacks). Not applicable to online training.
• Trainer’s travel and expenses (T&E). Not applicable to online training.

Certification:

Does the training end or prepare for certification?

The price of the training includes official ICP-CAT certificates (as part of the participation and small assignment after training), issued by ICAgile as part of the Enterprise Agile Coaching development path. A badge system has also been introduced, which can be earned for sharing successes in using the approach. Details at https://leanchange.org/credentials/.

Training description:

What is the Lean Change Management™ training?

As innovation and market disruption continue to increase, more and more organizations are looking for ways to change faster to stay competitive. Many of these organizations are looking towards Agile Management to achieve this, but most often use outdated change management methods that are not adapted to dynamic change.

This accredited training program (ICAgile ICP-CAT) aims to show how to use the Agile and Lean approach not (only) to develop products/services, but to facilitate organizational transformations. Lean Change Management™ is a modern framework that uses the ideas of Lean Startup, Agile, Lean and Kotter's model to help you adaptively manage change.

Change Agents are extraordinary people with an entrepreneurial heart, visionary mind and courage necessary to undermine the status quo for the benefit of the entire organization.

Discover engaging practices and lightweight tools for planning/improving change and learn to lead a group of change agents. As a result the change will reinforce and will be propagated by coworkers.

Who is behind this?

Jason Little jis an expert in managing organization change, his approach was described in a book published in 2014 entitled Lean Change Management™. On the basis of the book, a training and consulting program emerged, followed by a global movement related to the new reflection and approach to change management.

Every day, more than 50 facilitators around the world contribute to the development of modern change management by organizing practical trainings that offer games, simple tools and best practices. Thanks to them, participants gain new skills that they can easily use to increase the success of radical organizational changes and engage people to achieve shared responsibility for their success.

Training agenda:

1. Introduction - Establishing common grounds and goals for the training
   • Let’s get to know each other better. Simple exercises that allow the participants to integrate quickly.
   • Initial discussion and clarification of participants’ expectations.
   • Agreeing upon workshop’s goals, training backlog refinement and contract for effective participation.
    
2. Change Agent
   • It starts with you. Meaningful change happens when you bring your whole self to work.
   • Presenting the concept of Servant Leadership as an effective way to build trust and address the needs of colleagues.
   • Brainstorming and the stories of other organizations how to use this approach to protect process and cultural changes in the organization.
    
3. Lean Change Management: Coaching Agile Transitions
   • A concise presentation of the principles and concepts of Lean Change Management.
   • A short presentation of change management theory in a classic approach according to Kotter, the impact of the business environment on introducing changes.
   • Addressing Agile approach - Overview of the Agile values and principles, and how you can apply that thinking to change management.
   • An exercise that allows you to experience an evolutionary approach based on continuous feedback.
    
4. Alignment - Lean Change Management Cycle
   • Overview of the components that define this management framework: insights, options and benefits, experiments, validated learning, continuous adaptation.
   • Presenting lightweight tools (canvas) to ensure information transparency, engaging people and constantly facilitating change.
   • Discussion of participants' experience relative to differences in currently used change management concepts.
    
5. Insights and assessment of the situation
   • Overview and discussion about methods of gathering information and assessing existing situation with the ADKAR, OCAI, Schneider and Laloux models.
   • Presenting the importance of techniques that challenge the status quo based on Lean Coffee, Culture Hacking and Agile Retrospectives.
   • Introduction and modification of the classic Kotter frameworks - 8-Step Change Model, McKinsey - 7S Framework for iterative change management.
    
6. Options, classification and selection
   • A brief discussion of what to consider when choosing options, what factors affect the choice, cost and time needed to implement them.
   • Importance of the Blast Radius and Zone of Influence to shape the change plan.
   • Exercise for understanding options classification and practical group facilitation of their selection relative to future change experiments.
    
7. The method of defining experiments involving people
   • Why experiments? - Communication best practices, maintaining alignment and providing change status for the sponsor and change stakeholders.
   • Creating hypotheses and verifying experiments using lightweight planning tools (canvases).
   • Exercise: Experiments design and adjustment, metrics and a one-page change plan designed by change agents.
    
8. People in change
   • Overview of strategic change design methods followed by a network of change agents initiating within an organization.
   • Going through differences illustrating how people react to change. Addressing human needs associated with the complex process of change.
   • Brainstorming how different people respond to change differently, and how you, the change agent, can navigate that complexity.
    
9. Your own change framework - Introducing concepts in the organization
   • Practical experience from other organizations based on the Lean Change Management.
   • Debrief of selected scenarios from training participants and a brainstorm to design their own change framework for specific context.
   • Open discussion on raised questions, challenges and doubts, as well as the next steps necessary to introduce LCM in the organization.
    
10. Training summary

Training goals:

What are the challenges we address?

• How can I apply Agile and Lean practices to change management in the organization?
• How can I create a change initiative suited to our unique environment?
• How can I carry out strategic and tactical change planning with light tools?
• How can I coordinate, monitor and measure many simultaneous experiments for change?
• How can I contribute to change by applying the Lean Startup approach and Cognitive Science?
• How can I use Agile approach as a leverage to overcome the complexity of change management?
• How can I address the uncertainty and people resistance against organizational change?

What benefits do you get?

Training enables participants to better understand their organization, the challenges it faces and to effectively steer its growth. It contains theoretical knowledge and practical methods taken from change management, agile management, complexity theory, cognitive science, entrepreneurship and many other topics.

As a result of this training, participants from different areas of the organization will:

• know and understand aspects needed to effectively stimulate organization growth,
• acquire skills necessary to apply mentioned methods in practice,
• understand how and why new methods can positively affect their work.

Whenever possible, topics presented during the training are explained through a game/exercise that allows to apply the learned practice or principle in the business context. Exercise or game usually ends with a debrief and discussion on how to adapt the presented practices to the participants’ context.