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Changing the way things are done in a big company is challenging. Many companies have said that introducing SAFe®was one of the most difficult but rewarding changes. People naturally resist change. They say things like, "We've always done it this way" or "That won't work here." Change means admitting that what we're currently doing may not be the best, and it can challenge our beliefs.

People usually stick to their old habits without an excellent reason to change. The sense must be so strong that the current way of doing things becomes unacceptable. The motivation must be powerful enough to make change the only reasonable option for success. In other words, the company needs to reach a tipping point. This is when the organization's primary focus becomes achieving the change instead of fighting against it.

The Catalyst for Change

Every organization reaches a point where change becomes necessary, but the starting point can vary widely. It could be a rigid waterfall environment with strict reviews, heavy resource management, or a mix of Agile and traditional methods. Regardless, before embarking on a successful change effort, there must be a clear and compelling reason to acknowledge that the current working methods are inadequate for current and future performance requirements. Organizations that establish this shared awareness usually fall into one of two categories.

• A burning platform: 

Sometimes, the need for change is glaringly apparent. The company is struggling to compete, and the existing business practices are insufficient to meet new demands within a reasonable timeframe. Jobs are at stake, and while there may be resistance, the urgent need for mandatory change creates a wave of energy that sweeps through the organization.

• Visionary leadership: 

In the absence of a burning platform, leaders must proactively drive change by envisioning a better future state. Lean Agile Leaders exhibit a constant sense of potential crisis, recognizing the need for continuous improvement. This is often a less apparent reason for the change, as individuals within the organization may not see or feel the urgency to undertake the additional hard work that comes with change. 

After all, they are currently booming, so why should they assume they won't continue to be in the future? Change can be seen as risky. In such cases, leaders must create a clear and compelling vision for change, answering why change is necessary. They must consistently communicate and impress upon everyone the need for change, making it abundantly clear that maintaining the status quo is unacceptable.

Establishing a Compelling Vision for Change

A clear and compelling vision for the future is essential to reach the tipping point. While having a well-understood reason to change is important, it is insufficient. According to Kotter, leaders are primarily responsible for establishing a vision for change. The image serves three essential purposes.

Purpose: It clarifies the change's purpose and direction, setting the mission for everyone involved and focusing on the "why" of the change rather than getting lost in the details of "how," prevents confusion, and aligns everyone towards a common goal.

Motivation: Change is complex, and challenges and discomfort are inevitable, especially in the early stages. The vision acts as a motivator, giving people a compelling reason to embrace and drive the change. Importantly, it highlights that job security embraces change rather than maintaining the status quo.

Alignment: The vision initiates coordinated action, enabling hundreds or even thousands of people to work together towards a new and personally rewarding goal. It fosters a sense of alignment and collaboration, emphasizing the importance of collective effort.

With a clear vision, individuals are empowered to take action toward achieving the desired outcomes without constant supervision. In the context of a SAFe®Transformation, the idea for change should be rooted in an understanding of the Lean-Agile mindset and SAFe®principles. Leaders must effectively communicate the urgency and importance of the vision to inspire buy-in and commitment from their teams and peers, creating a ripple effect of speed throughout the organization.

Reaching the Tipping Point

Establishing a vision for change is a crucial first step, but it's not enough to reach the tipping point where the momentum shifts irreversibly toward the new way of working. Even with a clear vision, change efforts can face resistance and inertia within the organization unless there is strong support from a senior leadership team that shares a rationale and commitment to the change.

A proven and effective approach for organizations to reach the tipping point is through the shared experience of leaders and key influencers who have undergone Leading SAFe®training. While it may be challenging for senior leaders to dedicate two full days to this training, evidence from numerous implementations shows that it is essential for establishing a united and committed approach to driving change. 

Wrapping up

Leaders must invest the time to explore, analyze, and validate the organization's challenges collaboratively. They must evaluate how the current system contributes to those challenges and learn the mindset, principles, and practices necessary to achieve the transformative results they envision. This experience also brings leaders together to align on the critical actions needed to realize the change vision, scripting the necessary moves to move forward effectively.

Reference

1. https://scaledagileframework.com/reaching-the-tipping-point/