Build your own group of change agents

“You never change things by fighting the existing reality.
To change something, build a new model that makes the existing model obsolete.”

~ Buckminster Fuller

(This is part three of a series on How to use value stream mapping to overcome silo thinking. Part one covers pivotal moments in value stream exercises and how to make the most out of them. Part two goes into using value stream mapping for organisational unlearning).

Your value stream mapping exercise is complete. You’ve mapped the current state, designed the future state, and outlined a set of actions to bridge the gap.
Everyone is satisfied and returns to their respective sub-organisations.

What’s next?

Make the Change Happen

Many people think that once you've written down an action item, it is already done. I call this type of thinking checklist thinking.

The truth is: Nothing has happened yet. Yes, you made a decision, and you agreed on what should be done; But it hasn't been done yet.

The same is true for the results of a value stream mapping exercise: Yes, the group has created a vision for a future value stream, and yes, they have made a list of things that need to be done for this vision to become a reality.

But the change still needs to be implemented.

The first and most important responsibility of the participants of the mapping exercise is the envisioned change into their respective organisational units.

Sense and Respond

Virtually all change will happen against some sort of resistance. It's true that sometimes, everyone will agree that a system is in dire need of a change, and that the change you're proposing is the right one. But it's also true that many times, change will not be welcomed with open arms. As Geoff Watts put it:

"Things are like this because someone likes them to be like this" ¹

Members of your group tasked with facilitating change should be able to anticipate possible paths of resistance. A proven approach is to introduce small, incremental changes over time while continuously sensing how the system responds. This enables them to adapt their strategy to the unique needs of the organisation.

Live the Change

One of the greatest strengths of value stream mapping exercises is the cross-cutting approach to problem-solving. Collaborating across departments, units, functions and roles is not a given in most organisations. It's a skill that needs to be developed.

Change agents can play a valuable part in this learning process by living the change, and embracing collaboration and joint decision making. They role model the behaviour that will bring forward meaningful, lasting change in the organisation.

Form a Community

Collaboration doesn’t end with implementing changes to the value stream. Facilitating and supporting change can be a collaborative effort in its own right.

Participants of the value stream mapping exercise should form a community of practice, where they can share their experiences, exchange ideas, and support each other.

This will also help shaping the overall approach to implementation by surfacing interesting results and occurrences to the whole group.

Such a community goes beyond its practical benefits. It fosters a culture of collaboration, support and mutual help.

Just in the spirit of this new way of thinking.