CreatingaCultureofContinuousImprovement

JoelHuntingtonJoel.huntington@gmail.com

WhyWeCareforCulture

“CultureEatsStrategyforBreakfast”

-PeterDrucker

culture (n.)mid-15c., "the tilling of land," from Middle

French culture and directly from Latin cultura "a cultivating, agriculture," figuratively "care, culture, an honoring," from past participle stem of colere "to tend, guard; to till, cultivate"

7BigIdeastoCultivateaCultureofContinuousImprovementBeclearandspecificaboutthebehaviors thatfoster thecultureyouwant1

Don’tassumethatemployeesareengagedorpassionateaboutcontinuous improvement2

PerformRootCauseAnalysisonyourexistingculture3

Effective changerequires bothaqualityideaandacceptance fromyourpeople4

Leverageachangemanagementmethodology5

Focusonremovingbarriers, rather thanonaddingmoreenablers6

Beforegoingbig,pavethewaybybuildingasuccessful smallcore7

4

Beclearandspecificaboutthebehaviorsthatfostertheculture

youwant

BIGDEA

Don’twasteamomentonhow toimproveyourcultureuntilyou’veclarifiedwhat youwant,why youwantit,

andwhen youwantit.

1. Specific andMeasurable: It’squantitative,notqualitative

2. WhatYouReallyWant:It’stheoutcomethatmatters

3. TimeBound:Itcomeswithacompletiondate

AnEffectiveResultIs:

Notenoughtosay,“CreateaCultureofContinuousImprovement”Bespecificaboutthevitalbehaviorsthatdemonstratecontinuous

improvement.

BeClearandSpecificAbouttheBehaviorsthatFostertheCultureYouWant

Vitalbehaviorsarethesmallestsetofactionsthatleadtotheresultsyouwant. Theyarethefewhigh-leverageactionsthat ifyoukeepdoing,producetheresultyou’reafter.

Don’tAssumethatEmployeesareEngagedor

PassionateaboutContinuousImprovement

BIGDEA

Can’tAssumeEmployeesareEngaged

Engagedemployeesareinvolvedin,enthusiasticaboutandcommittedtotheirwork.Keyelementsofengagement:• havinganopportunity todowhattheydobesteachday• havingsomeoneatworkwhoencouragestheirdevelopment• believingtheiropinions countatwork

Only 29%ofmillennials areengagedatwork.Only 50%ofmillennials plan tobewiththeircompany one yearfromnow.

Companies with highly engagedworkforces outperform theirpeers by147% inearnings pershare

PerformRootCauseAnalysisonyourExistingCulture

BIGDEA

Yourworldisperfectlyorganizedtocreatethebehavioryou’recurrently

experiencing

DiagnosebeforePrescribing

ForCulturesthatDONOTPromoteContinuousImprovement:• Thereisrarelyoncecause• Thereisaconspiracy• Youcan’tinfluencepersistentand

resistantbehavioruntilyouknowtheforcesdrivingit

• Youmustdiagnosebeforeyouprescribe

Inotherwords,whatcultural‘levers’arecurrently

configuredtocreatethecultureyoualreadyhave?

RootCauseAnalysis

Rootcauseanalysis(RCA)isasystematicprocessforidentifying“rootcauses”ofproblemsoreventsandanapproachforrespondingtothem.RCAismorethanmerely“puttingoutfires”forproblemsthatdevelop,butfindingawaytopreventthem.

FishboneProcess

1. Agreeonaproblemstatement(effect).

2. Brainstormallthepossiblecausesoftheproblem.Ask:“Whydoesthishappen?”Aseachideaisgiven,thefacilitatorwritesitasabranchfromtheappropriatecategory.Causescanbewritteninseveralplacesiftheyrelatetoseveralcategories.

3. Againask“whydoesthishappen?”abouteachcause.Writesub–causesbranchingoffthecauses(secondarycauses).Continuetoask“Why?”andgeneratedeeperlevelsofcauses.

11

Wilt“theStilt”Chamberlain

Freethrowsmissed:5,805Freethrowpercentage: 51.1%

FirstPlayerinNBAHistorytomiss5,000freethrows

• Four-timeMVP(1960,’66,’67,‘68)• 100pointgameagainstnewYorkKnicks• 55ReboundsagainstBostonCeltics• Averageof50.4pointsduringanentireseason

12

EffectiveChangerequiresbothaqualityideaandacceptance fromyour

people

BIGDEA

E=QxAQualityofthe

SolutionAcceptance oftheSolution

EffectivenessoftheChange

Basedonextensive research conductedbyGeneralElectric,100%ofallchangesevaluatedas“successful”hadagoodsolutionandapproach. Over98%ofallchangesevaluatedas“Unsuccessful”alsohadagoodsolution,butlackedagoodchangeacceptance.

TheChangeManagementFormula

WiltChamberlain(revisited)RickBarry WiltChamberlain

Leverageachangemanagementmethodology

BIGDEA

ManagingChangewithHelpofaMethodology

• ADKARModelforChangeManagement• BostonConsultingGroupChangeDelta• GE’sChangeAccelerationProcess(CAP)• Kotter’s8StepModelforChange• ProsciChangeManagementLevers• VitalSmartsInfluencer

CommonChangeManagementMethodologiesTwoReasonsforChangePeopledothingsfortworeasons: • Motivation – because theywantto• Ability – because theycan

Thosewhousefourormoresourcesofinfluence tochangepersonalhabitsarefourtimesmorelikelytosucceed.

Thosewhousefourormoresourcesofinfluence toinfluenceorganizationalchangearetentimesmorelikelytosucceed.

MakingChangeInevitable

19

Michelangelo’sDavid

20

Focusonremovingbarriers,ratherthanonaddingenablers

BIGDEA

RemovingBarriersforContinuousImprovement

RefertoRootCauseAnalysis. Whatrootcausescanberemovedentirely?

StudyPositiveDeviance. Whosucceedswheremostothersfail?

PerformValueStreamAnalysistoidentifywasteandnon-value-addedwork,programs,orculturalbarriers

Experiment andPlay“Wearestubbornonvision.Weareflexibleondetails….Wedon’tgiveuponthingseasily.Ifyou’renotstubborn,you’llgiveuponexperimentstoosoon.Andifyou’renotflexible,you’llpoundyourheadagainstthewallandyouwon’tseeadifferentsolutiontoaproblemyou’retryingtosolve.”

- JeffBezos,Amazon

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Beforegoingbig,pavethewaybybuildinga

successfulsmallcore

BIGDEA

making a millimeter of progress in a million directions

The Disciplined Pursuit of Less

BuildingtheCoreandPavingtheWay

“Fewerthings,donebetter”

– JeffWeiner,LinkedInCEO

Essentialism:TheDisc

iplinedPursuitofLe

ss,G

regM

cKeown

Influentialmembersofacommunity,group,orsocietytowhomothersturnforadvice,opinions,andviews.

OpinionLeaders

UsethePowerofOpinionLeaders

7BigIdeastoCultivateaCultureofContinuousImprovementBeclearandspecificaboutthebehaviors thatfoster thecultureyouwant1

Don’tassumethatemployeesareengagedorpassionateaboutcontinuous improvement2

PerformRootCauseAnalysisonyourexistingculture3

Effective changerequires bothaqualityideaandacceptance fromyourpeople4

Leverageachangemanagementmethodology5

Focusonremovingbarriers, rather thanonaddingmoreenablers6

Beforegoingbig,pavethewaybybuildingasuccessful smallcore7

ThankYou

JoelHuntingtonJoel.huntington@gmail.com