The Better Way: Transformation principles for the
  • The Better Way: Transformation principles for the real world
  • Preface
    • Preface
  • Part I - The Big Picture
    • Introduction
    • Radical change
    • Rapid acceleration
    • Profound complexity
    • Part I Summary
  • Part II - The better way
    • Introduction
    • Principle one: Focus on customer value and adaptability
      • Applying the principle in practice
      • What good looks like
      • Common failure modes
      • Final thoughts
    • Principle two: Technology excellence is the strategy
      • Applying the principle in practice
      • What good looks like
      • Common failure modes
      • Final thoughts
    • Principle three: Choose product teams over project teams
      • Applying the principle in practice
      • What good looks like
      • Common failure modes
      • Final thoughts
    • Principle four: Divide and conquer
      • Applying the principle in practice
      • What good looks like
      • Common failure modes
      • Final thoughts
    • Principle five: Integrate governance, risk and compliance experts with product teams early and often
      • Applying the principle in practice
      • What good looks like
      • Common failure modes
      • Final thoughts
    • Principle six: Measure what matters
      • Applying the principle in practice
      • What good looks like
      • Common failure modes
      • Final thoughts
    • Part II Summary
  • Part III - Micro-transformation
    • Introduction
    • Step one: Design effective cross-functional teams
      • How it works
      • Why it works
      • Final thoughts
    • Step two: Create immersive working environments
      • How it works
      • Why it works
      • Final thoughts
    • Step three: Implement the Starter Kata
      • How it works
      • Why it works
      • Final thoughts
    • Step four: Thin-slice the work
      • How it works
      • Why it works
      • Final thoughts
    • Part III Summary
  • Conclusion
  • Glossary
  • Endnotes
    • Endnotes
    • License
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  1. Part III - Micro-transformation

Step four: Thin-slice the work

PreviousFinal thoughtsNextHow it works

Last updated 3 years ago

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In the first two steps of the micro-transformation model, we showed you how to design outcome-driven, cross-functional coalitions and pods (Step One), and then use immersion to accelerate their transformation process (Step Two). Then in Step Three, we explained how to get everyone working using an easy to follow framework called the Starter Kata. Now, we’ll describe how to simultaneously test the future state and deliver key organizational outcomes using the Starter Kata and a technique known as “thin-slicing”.

As shown in Figure R below, thin-slicing can be used to design outcomes that require deep organizational collaboration to achieve, but are narrow in terms of scope.

This technique provides transforming organizations with an ideal way to achieve three important objectives. First, it provides transforming organizations with a straightforward way to ensure the transformation process is inclusive. Second, because thin-slices are intended to integrate many layers of the organization, it allows the organization to test and refine the future state hypothesis across many interaction points. Third, because thin-slices are designed as real-world exercises, the business benefits from the eventual value they generate.

When taken together, the thin-slice approach can provide a powerful alternative to more traditional transformation models that employ top-down or bottom-up approaches.

Top-down models often fail because they “push” the transformation agenda down onto the organization in a revolutionary rather than evolutionary way, creating push back among the rank and file. The bottom-up approach, by contrast, tends to be more evolutionary and have broader support from the lower levels of the organization, but tends to fail in the end due to a lack of leadership awareness and support.

The aim of thin-slicing is not to change the organization in one shot. Rather, choosing narrow slices that represent a microcosm without your organization is an approach designed to get all levels of the organization (the macrocosm) working in the future state end-to-end. Naturally, working this way helps to ensure the transformation is a more inclusive process that will enable both broader organizational participation and learning.

Figure R: Example of a thinly-sliced transformational outcome