"There is a better way. Instead of sweeping away corporate culture and existing organizational design in a “big bang,” we can move incrementally, learning as we go.Um pouco de humildade faz bem a consultores e outros bem intencionados que acreditam que sabem o que é melhor para as empresas. Uma vez mais, o papel do ecossistema interno é fundamental.
Citing the early twentieth-century organizational psychologist Kurt Lewin, he argues that we can never understand an organization until we try to change it and thus suggests a “provoke and observe” approach:We can never direct a living system, only disturb it and wait to see the response … We can’t know all the forces shaping an organization we wish to change, so all we can do is provoke the system in some way by experimenting with a force we think might have some impact, then watch to see what happens.Avery’s “provoke and observe” approach parallels the Agile principle of “inspect and adapt.” In my interpretation of Avery’s comments, we can formulate a hypothesis about what is valuable to the organization, deliver something based on that hypothesis, and observe the results. The feedback that results—especially if this is a new way of thinking about value—teaches us how to either adjust our hypothesis or adjust our way of bringing agility into the culture. In terms of the Lean Startup, you may see this as an example of adjusting our value hypothesis or our growth hypothesis through validated learning."
O cemitério de projectos está cheio de boas intenções que não tiveram em conta a resistência à mudança, por causa de uma cultura interna que não foi respeitada.
Trechos retirados de "The Art of Business Value", de Mark Schwartz.