Shweta PaiScrum master| ResMedHalifax, Nova Scotia, Canada
The team I have does basic agile. In the past I have worked in organizations where I coached the team on agile and they became one of the highest performing teams. In the new organization, while there are many opportunities for improvement, the higher ups seem to offer resistance when it comes to driving true change. For instance, I do not have a roadmap of where the team is going. Higher ups don't want to give that to you nor do they understand it. How would you influence such folks? Saving Changes...
Amit SharmaProject Manager| IT MajorDelhi, Delhi, India
To be a true "change agent", get a buy-in for a POC/pilot, follow PM methodology most suitable and deliver results to speak for themselves Shweta. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
My personal experience when facing this type of things (Agile or any other) is this: you must show to people that they will be more "rich" what your proposal than without it, where rich does not mean more money only. I am not a seller but becuase my position in other companies I worked i was trained in selling methods that helped me a lot to face this type of situations. See "Solution Selling" or "SPIN Selling" selling method. You can find others like "Power Base Selling" and LAMP. On the other side, what you stated must be part of a solution then before you start working you have to undestand the current situation and understand the future situation when what you stated will be in place. Future situation is a desire situation and here is where the question comes: are they desire this?. Remember: no change is possbile without exert a force due to what you want to chage must move. Time ago I wrote an article for the PMI related any change can be understanding if you understand the Newton´s Three Laws of Universal Movement.
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1 reply by Shweta Pai
Jul 17, 2018 8:24 AM
Shweta Pai
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Do you mind sharing the link of the article?
Saving Changes...
Shweta PaiScrum master| ResMedHalifax, Nova Scotia, Canada
Jul 17, 2018 8:22 AM
Replying to Sergio Luis Conte
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My personal experience when facing this type of things (Agile or any other) is this: you must show to people that they will be more "rich" what your proposal than without it, where rich does not mean more money only. I am not a seller but becuase my position in other companies I worked i was trained in selling methods that helped me a lot to face this type of situations. See "Solution Selling" or "SPIN Selling" selling method. You can find others like "Power Base Selling" and LAMP. On the other side, what you stated must be part of a solution then before you start working you have to undestand the current situation and understand the future situation when what you stated will be in place. Future situation is a desire situation and here is where the question comes: are they desire this?. Remember: no change is possbile without exert a force due to what you want to chage must move. Time ago I wrote an article for the PMI related any change can be understanding if you understand the Newton´s Three Laws of Universal Movement.
The biggest resistance I have found is with middle management. The higher up you go, the more they will be aligned with the strategic objectives of the organization. That isn't always the case with middle management. Saving Changes...
I agree with Sante. The people who resist the more are the middle management.
To align everyone to the transformation, you might have to give an overview of the need for transformation, start small with few teams on Agile, then show them periodically the benefits reaped out of Agile - like accelerated delivery, productivity, reduced defects, customer satisfaction and they will gradually reduce their resistance. Saving Changes...
Change implies pain so there needs to be sufficient benefit to the leadership team in investing their social, political & financial capital in further agile evolution. If you can articulate the business benefits to them to get their buy in, that will be the start of the journey.
Then as Sante & Girija have indicated, you'll face the REAL challenge which is getting everyone between the leadership team and front line delivery teams to change their mindset...
Kiron Saving Changes...
RAJESH K LProject Manager, PMP| Bharat Electronics, Bengaluru, IndiaBengaluru, Karnataka, India
Follow change management concepts and get a buy in from higher management Saving Changes...
I will go with Rajesh K L to follow up the "Managing Change In Organizations_A_Practice"
part of "Developing Agile Culture".
BR, Saving Changes...
Joshua RenderProduct Owner| CognizantHarrisville, Ny, United States
With some people, change has to be slow. Start with small, incremental if you prefer, steps and try to get those small things implemented. Given enough time and success, you may convince them. Large sudden changes can scare people, and without absolute buy-in, you may have to settle for lots of little changes over time, the agile approach to implementing agile. Saving Changes...
