Kotter's 8-step change model

Why is there resistance to change - mindmap

Courtesy - entrepreneurshipinabox.com, Paycor.com

My Experiences

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1. Loss of individual power - Ex PMs now turned into SMs disliked the loss of exercising power in an Agile team. 
2. Loss or increase of power at org level -- Operations team feared their existence as well as loss of being able to exercise power.
3. Economic factors -- with reduced manpower, projects / products, and reduced budget, people feared an impact on their perks, forced retirement packages, redundancy packages (if not salaries per se).
4. Loss of image, prestige, etc.: For program managers, project managers that once had a handle to hire & fire, and in fact be in command about how certain things need to be within the organisation, now found themselves at the mercy of technical teams / organisational change agents, or those designing the organisational teams.
5. Resource reallocation, realignment, etc.: During early days of org design, squad, chapter, guild formations, there was lack of clarity of specific roles, how existing roles will move over to the new roles, what happens if there is no direct mapping of an existing role with new one, and especially what will be the new R&R (the mandates provided a generic outline of duties), as also how their previous R&R aligned to their contracts with the organisation would change and accommodate their aspirations. In some cases there appeared to be a too steep learning curve for some veterans.
6. Impact to personal plans: 
7. 
   

NBUFD for Agile Change

• The concept of No Big Up Front Design is applicable to Agile change management (Design) as well. 

• One view is to have every piece of organizational change in place before the transformation can be initiated / continued. Another and more rational view is to work along the way in each initiative, identify the non value adds and remove them.

• The intent to deploy agile coaches is to ensure changes happen across teams that will meaningfully contribute to and transform the organization in their quest for enterprise agility. The notion along this journey that having a x number of coaches, each with their own view of what Agility means will lead to "Agile Fragmentation" may be ill-conceived because the intent is not to have a centralized control over the experience, rather it is to organically grow the abilities of team and in this the agile coaches support and help in clearing the obstacles via NVA removals.

Why Organizational Change is Difficult...

Adapted from Phillipe Silberzahneng's write up.

"When an organization’s capabilities reside in its resources (initial stage of startup), change is easy: the founders decide to change, and the organization can pivot. It is the strength of startups to change very easily when the founders are aware of the need to change their model. But when, at a later stage, an organization’s abilities reside in its processes, and even more so when they reside in its values, change becomes extremely difficult."

Changing values is difficult -- for e.g. most of us don't exercise regularly or eat balanced diet despite knowing its benefits. It's a deep change in lifestyle that affect the present commitments. It's the same for companies affected by disruption.

Changing values of an organization is titanic because it entails undermining the legacy long before it allows the birth of new one.

A solution to this is create an Autonomous Entity that takes care of this disruption.