Beginning with Business Model Canvas.

Business model for your product or service? Learn how to work with Business Model Canvas

First, let's say what you need? A huge dose of patience and courage, an experienced scrum master and a strong commitment to big change. You need to realize that you are interfering with your employees and changing their comfortable work zone, one of the most sensitive places. Unfortunately, with this change can come losses, where people cannot accept the change after years in the standard mode. What you should be prepared for is the fact that you will find a person in your team who can sabotage and hate your entire effort. This process of change is not easy and only real leaders can complete it successfully. If your team works agile, they will completely change the style of their work so far, they will be forced to communicate and interact more with their surroundings, they will have to work more efficiently and cooperate more with their team. However, at the end of the day, most find

So what to focus on at the beginning

1. What is the goal for which you do it, ideally find the need directly in the team, e.g. bad communication with the customer, bad relationships in the team, etc.
2. Try to explain to yourself in whole sentences why you are doing it. It must be logically explained. Employees will not listen to phrases like: because the company wants it
3. Create a map of transformation with concrete steps, try to think as strategically as possible
4. Try to understand the agile form of your choice as best you can

Recently, many of us have already received the word digitization in our working dictionaries. Usually, it is the task of the company's strategy that the digitization process is effectively incorporated into the executive components of the company. Yes, aversion to change from employees is obvious and we expect it, but how to identify aversion to change among members of management and how to work with it effectively? Many times an underestimated step in the field of digitization is cultural change. Its focus is currently on employees, but we must not forget the managers:

Let's take a look at how best to avoid such a situation:

1. Apply simplicity in communication - talk to your employees directly and easily. Ask if they understand you and try to motivate them to express their opinion. If in doubt, make a note of them and work with them.
2. Communicate and ask - let your managers know that digitization is your priority and bring its individual aspects into mutual communication
3. Let your employees express their opinion - organize an ideal design thinking workshop with an experienced lecturer and give your employees in groups a chance to express themselves. Listen to the opinion of the individuals in the group. Take action steps from this meeting and try to analyze them with the information you have recorded from individual meetings.
4. Filter arguments - it is very likely that you will encounter subjective opinions that will be more associated with aversion to change. Try to separate them from the logical arguments that are associated with the need for digitization
5. Invent quick-win activities - try to convince the positives of digitization through small successes that are quickly measurable and visible. This will effectively confirm the feasibility of the change in your organization.

Even after your enormous efforts, you will certainly find that not all team members are still identified with the company's new vision. This is normal and you need to take this into account . The worst thing will be if you get to give orders. This will devalue the new culture yourself. It is a gradual process and you must be a role model for your employees. Always talk: I have to give up on it and let my team talk and decide.

It is well known that people have a strong reluctance to change. We like the things that keep us in our comfort zone - and even more so in the workplace. Why? In companies, organizational change is generally associated with a significant drop in productivity, which can be really frustrating for experienced employees, who generally work at a high level. In principle, it takes time to master new concepts, understand new technologies and memorize new practices. In the digital field, this is called the "W effect" and has been observed by two academics studying IT administration, James D. McKeen and Heather A. Smith. According to this theory, as a company introduces new technology, the level of employee productivity follows four consecutive trends:

1. A sudden drop in productivity when implementing the relevant technology
2. Slight increase in productivity after a few weeks, but still lower than the level before the change in productivity
3. The second drop in productivity - less severe than the first - after a few months

Once implementation is complete, productivity gains should get above pre-change levels. You need to make sure that the process you manage to set up really works and follow the primary processes that always explain that they are as if engraved in stone. The situation will be challenging for you as well, because with this change you will give your team more decision-making autonomy. However, the result will be their satisfaction and especially the final product, which will be above your expectations.