The OPEN Transformation Roadmap

When looking at SAFe's "Implementation roadmap," we basically see "Training, training, training, training, do something, training, training, training, bye - have fun!" That looks great if you're a trainer - but it has little to do with how I, as a coach, perceive the journey of organizational change.
In this article, I'm trying to give you a short summary on how I personally perceive a change initiative - with "OPEN Transformation roadmap!"

Organize
Group	Activities	Objective
Change Direction	Formulate Change Objectives Coalition Formation	A guiding coalition that agrees on clear, relevant change objectives.
Change Planning	Change Backlog Change Coordination Organize Calendar	An overview of the predictable activities - what, when and by whom.
Knowledge Foundations	Basics Training Self-Study Q+A Sessions	Everyone has a fundamental understanding of the changing principles, practices - and what it means for them.
Role Alignment	Role Clarification Coaching Touchpoints	Those actively leading and conducting the change understand their roles and responsibilities.
Prepare
Flush the System	Identify hindering Tasks, meetings, roles & responsibilities Identify incompatible Incentives & Measurement Categorize current hinderances Determine flushing actions	Hindrances to change and suitable resolutions are identified, and resolution begins.
Change Overview	Problem-Solution Fitness Assessment Change Recommendations Extend Change Backlog	There's a map connecting Status Quo, change opportunities and the desired future state.
Team Preparation	Team Structure Planning Working Environment Setup Tooling Configuration Calendar Revamp Kick-Off Event	Teams are known and have the necessary means to get started.
Content Readiness	Content Preparation Feature Refinement Establish Backlog	Content and backlog items are prepared, refined, and established to start development in the new ways of working.
Execute
Event Setup	Establish Events Prepare Events with Role Holders Coach-led Events Team-led events with Coaching support	Events are set up, facilitated, and embraced by the people doing the work. Collaboration, transparency, and continuous improvement thrive.
Continuous Support	Daily I&A Sessions	Regular sessions where the change coalition reviews and adjusts their ongoing application and learning on the new ways of working.
Next Steps
Ongoing Support	Active Coaching Disengagement On-Demand Coaching	People receive Coaching support to address situational challenges and needs.
Change Review	Change Benefit Analysis Closing Assessment Further Recommendations Update Change Roadmap	The current state is transparent, recommendations for adjustment and further change are acknowledged and pursued.
Conclusion	Celebration Retrospective Wrap Up	The Adoption itself is concluded, and the organization continues on their Continuous Improvement and Learning Journey.

And yes, the acronym was chosen deliberately: First, it's catchy and memorable. It radiates confidence that we know what we need to do. And most of all: it makes explicit what needs to be emphasized: The "roadmap" itself is OPEN, and it leads ... into the OPEN!

No, performance isn't defined 94% by the system.

There's a persistent myth proliferating in the Agile space: allegedly, "94% of an organization's performance is attributed to the system, while only a mere 6% depends on the individuals." This widely circulated belief shapes perceptions about the dynamics of productivity, teamwork, and leadership in countless organizations - but: it's false. And here's why.

The 94% myth

Could it really be the case that we can hire individuals without ambition, experience, or talent and expect nearly identical results as we would from a team of motivated, skilled, and dedicated professionals? Does the concept of "systems over individuals" hold up in the real world of work, where unique skills, passions, and contributions of individuals often drive innovation and excellence?

The reality is more nuanced than the oversimplified notion of 94% versus 6% in performance. To understand what's going on, we must first trace back to the origins of this myth in the writings of W. Edwards Deming, the renowned statistician and quality management guru, and dig out the roots of this quote. In doing so, we'll discover that he wasn't making a case that individual performance is almost irrelevant - to the contrary!

What's the "System?"

Let's start by defining what "the system" actually is - let's take a look at what the systems thinker Russell Ackoff repeated on multiple occasions:

A system is never the sum of its parts; it’s the product of their interaction.

Russell Ackoff

Before we explore deeper, let's sprinkle in a quote from Dan Pink on organisational systems:

• Autonomy: the urge to direct our own lives.
• Mastery: the desire to get better and better at something that matters.
• Purpose: the yearning to do what we do in the service of something larger than ourselves.

These are the building blocks of an entirely new operating system for our businesses.

Dan Pink, "Drive"

While we can formidably argue whether Pink's statement is an assertion, anecdotal evidence or fact - what matters it that Dan Pink sees within the individual the building blocks for a better organisational system.

Out of the Crisis

Let's now explore what Deming actually wrote:

I should estimate that in my experience most troubles and most possibilities for improvement add up to the proportions something like this:

• 94% belongs to the system (responsibility of management)
• 6% special

W. Edwards Deming, "Out of the Crisis" (p. 315)

As you can see: what he mentioned isn't that performance is (almost) exclusively attributed to the system, but that most of the problems are systemic and require active management attention.

Untangling system and individuals

Let's use these definitions to untangle what "the system" is, versus what "individuals" are in our context:

The System

As Russell Ackoff aptly stated, a system is not simply the sum of its individual components; rather, it emerges as the product of their intricate interactions. In the context of organizational performance and management, "the system" encompasses the collective structure, processes, culture, and interdependencies that define an organization. It represents the holistic framework within which individuals operate, a complex web of relationships, rules, and practices that determine the organization's overall effectiveness and outcomes.

The Individual

Drawing from Dan Pink's insights, "the individual" embodies the human element within the organizational context. It's the unique person, with their aspirations, skills, motivations, and contributions. Within the organization, "the individual" serves as the driving force behind the building blocks of autonomy, mastery, and purpose. Autonomy represents the urge to self-direct, mastery is the pursuit of continuous improvement in meaningful skills, and purpose signifies the desire to contribute to something greater than oneself. These qualities collectively define the individual's role in shaping and enriching the organizational system.

The misconception

If '94% of the performance can be attributed to the system, and only 6% to the individual' -- then we could hire people without ambition, experience, or talent and get almost identical results as we would get from hiring people who care for what they do, know what they do, and are excellent at what they do. However, that's a massive misconception which is only possible due to a conflation of terminology which tries to separate "the system" from "the people making up the system" (which doesn't work!) - The people making up the system are the basis of the system! And a system comprised of autonomous, highly qualified, purpose-driven individuals has a different basis than a system where these are missing!

The System's Role

According to Russell Ackoff's definition, "the system" encompasses the intricate web of interactions and interdependencies within an organization. It includes organizational structure, processes, culture, and more. If we were to take the 94% attributed to the system at face value, it might suggest that the organization's performance is almost entirely determined by these systemic factors. This perspective can lead to the misconception that individuals are replaceable, and hiring decisions are inconsequential.

The Individual's Role

On the other hand, Dan Pink's insights highlight the critical importance of individual motivation, skills, and purpose in driving performance. If we consider individuals as mere cogs in the system, the statement implies that their personal qualities and contributions are almost irrelevant. However, if that were the case, that contradicts the notion that individuals require autonomy, mastery, and purpose within the organizational system!

Shaping effective systems

Great systems of work are shaped by motivated, gifted individuals who interact and collaborate to maximize the entire system's performance. They uplift one another, and won't tolerate being dragged down by someone who neither can, nor wants to contribute.

A high performing system of work is synthesized by optimizing the interactions of the individuals therein, while carefully paying attention that individuals wo have no place within that system don't get to negatively impact the Drive of those within.

Imperfection

Everyone can have a bad day. Even a bad week or month. And we all have our strengths and weaknesses. And nobody's omniscient. That's not what we're talking about.

But when you go out claiming that it doesn't matter whether people are qualified or motivated - you're sending an utterly destructive signal: It means that you don't respect those who put in the hard work, the learning, and the passion.

So: just don't.

You can only build great systems from people who pursue autonomy, mastery and purpose.
And you can't let people who have neither interfere with them.

Disagree?

Maybe you will disagree.

But unless you'd be fine getting major surgery from a belligerent teenager who doesn't even want to learn how to make a proper incision - I hope you're not seriously going to claim that most of the performance is in the hospital, and the surgeon themselves is neglegible to your health.

The power of stakeholder promises

In the dynamic world of product management, one thing remains constant: the importance of stakeholders. Whether they're customers, employees, investors, or partners - stakeholders play a key role in the success of your product. How can you ensure that you're meeting their expectations and delivering on your commitments? The concept of "Stakeholder Promises" gives you an answer - so let's explore.

And since we're at it, let's start out with an example of stakeholder promises for this article:

Our promises to Product Owners:
1. You will build better products.
2. You will enhance your professional credibility.
3. You will have more effective stakeholder interactions.

The importance of Stakeholder Promises

Stakeholder Promises play a crucial role in guiding your product development journey. They are more than just commitments; they are the pillars upon which trust, credibility, and alignment with organizational goals are built. Focusing on Stakeholder Promises empowers Product Owners to navigate the complex landscape of stakeholder expectations effectively.

Alignment of Goals and Needs

Stakeholder Promises reflect on your values and your commitment to various stakeholders. By aligning your product with these promises, you keep the work in sync with the broader objectives of the company.

Trust and Credibility

Fulfilling Stakeholder Promises demonstrates your dedication to meeting stakeholders' expectations. This, in turn, builds trust and credibility with your customers, employees, partners, and investors.

Effective Prioritization

Defining Stakeholder Promises helps you prioritize features and enhancements that truly matter to your stakeholders. It's a compass that guides you in making informed decisions about what to build next.

Transparency and Communication

Promises serve as a foundation for transparent communication. You can openly discuss how your product aligns with these promises, fostering a sense of inclusivity and cooperation among stakeholders.

What Are Stakeholder Promises?

Stakeholder Promises are explicit commitments made to various stakeholder groups. These commitments are derived from the vision and encompass a wide range of areas - from customer satisfaction over employee well-being all the way to ethical business practices. Essentially, they represent the organization's pledge to contribute positively to the well-being of all stakeholders.

Take the example of Yamaha, where you see promises made to customers, employees, business partners, communities, and even the environment: These promises form the foundation upon which their products and operations are built.

Defining Stakeholder Promises

Here's a simple process that you can apply for defining meaningful Stakeholder Promises:

Step 1: Identify Product Vision

The foundation of Stakeholder Promises lies in your product's vision. Start by clearly defining your product's vision, which serves as the guiding force for all your commitments.

Step 2: Identify Key Stakeholders

Identify the primary stakeholder groups relevant to your product. These may include customers, employees, investors, partners, and other parties with a vested interest in your product.

Step 3: Relate Vision and Stakeholders

Establish a clear connection between your product's vision and the needs, expectations, and aspirations of your identified stakeholders. This step ensures that your commitments align with your product's overarching goals.

Step 4: Define Everyone's WIIFM

For each stakeholder group, define the "What's In It For Me" (WIIFM). In other words, articulate what value, benefit, or impact your product promises to deliver to each group. Be specific and consider how your product addresses their unique needs and concerns.

Step 5: Make Specific Promises

Make your promises effective and actionable:

• Make your promises specific, so there's no ambiguity about what you aim to achieve.
• Quantify your commitments wherever possible. This allows you to track progress and measure success objectively.

Step 6: Collect Feedback

Before finalizing your Stakeholder Promises, share them with the relevant stakeholder groups and seek their input. Such an initial round of feedback provides valuable insights and ensures that the promises resonate with your stakeholders.

This step-by-step guide will equip you to define Stakeholder Promises that are clear and actionable, and also well-aligned with your stakeholders' expectations and your organization's mission.

Successfully using Stakeholder Promises

Here are six tips to support you in maximizing the impact of your stakeholder promises:

Align your strategy: Your product and any work done on it should directly contribute to fulfilling your stakeholder promises - or at least: not contradict them.

Prioritize: Stakeholder promises help you prioritize what matters: Features that directly address one or more stakeholder needs or expectations have more impact on your product's success.

Communicate: Use Stakeholder Promises as a basis for transparent communication. Regularly update stakeholders on how your product aligns with these promises and any progress made.

Seek feedback: Actively seek feedback from stakeholders, especially those for whom promises have been made. Act on what you learn to improve your product.

Continuously improve: Frequently revisit your stakeholder promises, keep them up to date, and use them as a benchmark for improving both your product and pactice.

Be Responsible: Actively align your actions and outcomes with the standards outlined in Stakeholder Promises.

Conclusion

Never underestimate the power of Stakeholder Promises: They serve as a guiding light, directing your product development efforts towards fulfilling commitments to your customers, employees, partners, and the broader community. By understanding, defining, and leveraging these promises effectively, Product Owners and teams can build products that meet and exceed stakeholder expectations, while simultaneously contributing positively to the well-being of all involved parties. By paying attention to your stakeholder promises, you'll not only create better products - you also build trust, credibility, and sustainable relationships with your stakeholders.