Agile Solvenia 2013 Parry Issued

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All Trade-Marks and ©Copyright 2013 Owned by Lloyd Parry. All Rights Reserved. Designing better workplaces: The modern workplace is not designed for the modern knowledge worker so lets change it. Stephen Parry Author of Sense and Respond Senior Partner at Lloyd Parry @Leanvoices Blog : www.LeanVoices.com [email protected] www.lloydparry.com www.slideshare.net/SGParry/presentations All sources, influences, acknowledgements and reading lists can be found on www.leanvoices.com

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Designing Better Workplaces Changing the Work Climate

Transcript of Agile Solvenia 2013 Parry Issued

Page 1: Agile Solvenia 2013 Parry Issued

All Trade-Marks and ©Copyright 2013 Owned by Lloyd Parry. All Rights Reserved.

Designing better workplaces: The modern workplace is not designed for the modern knowledge worker so lets change it.

Stephen Parry Author of Sense and Respond Senior Partner at Lloyd Parry

@Leanvoices

Blog : www.LeanVoices.com [email protected]

www.lloydparry.com www.slideshare.net/SGParry/presentations

All sources, influences, acknowledgements and reading lists

can be found on www.leanvoices.com

Page 2: Agile Solvenia 2013 Parry Issued

Together

Ease

Respectful

Excited

Optimistic

Intelligent

Collaborative

Sharing

Learning Creating

Supportive

Growing

Exploring

Rational

Encouraged

Achievement

Engaging Harmony

Recognition

Discovering

Motivated

Agreement

Purpose

Knowledge Kind

Thoughtful

Integrity

Trustworthy

Passion

Courage

Challenging Leading Improving

Curious

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In this context, ‘respect for people’ means understanding that all people have the ability

to learn and the right to be given opportunities to learn.

Managers helping employees freely choose how they solve

problems displays total respect.

There is a world of difference between helping people to see

and telling them they are blind.

We believe people are capable of learning and taking on additional responsibility, and if you create the right environment, people will

want to learn and will actively seek more responsibility.

Most of all we must trust that people are capable of owning

and solving their own problems with a little bit of help.

From first to last, Respect for People and a Blame Free Culture. Extracts from a broadcast by Stephen Parry

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Choice

Freedom

Power

Performance is a matter of people having

which is a matter of

with the Performance Measures

Technology

Is your organisation a hindrance to employees, managers and customers?

Designing a better end-to-end ‘System’

to do what matters for customers.

Role Design

Processes, Procedures and Methods

Policy

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Imagine the organisation is like a city. Analysis of the climate above will reveal information about activity on the ground. This provides both a diagnosis of the current issues and outlines the long-term consequences.

The Service Climate is the combined perception of customers, employees, managers and leaders. It predicts the performance and long term profitability of an organisation. We use a Service Climate diagnostic called Climetrics® which also measures how well the organisation as a whole, identifies, understands and delivers against customer needs. The diagnostic leads to a plan which when executed will create a superior Service Climate through the adoption of Adaptive -Lean methods.

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Also predicts the implications for a business that doesn’t change

Diagnosis Operating strategies. Operating structures. Managing practices. Perceptions, feelings and behaviour of customers, staff, managers and leaders. End-to-end service performance. Quality. Innovation and change ability. Customer centricity. Leadership.

Prognosis: Service Performance Predictability Long-term profitability. Work outcomes. Employee performance. Job satisfaction. Customer perceptions of service quality. Quality improvements. Commitment. Absenteeism and turnover. Organisational adaptability.

Service Climate: Thinking Feelings and Behaviour of Customers, Employees, Managers and Leaders

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Does the job design allow all staff to engage with customers and users? To what extent can staff modify solutions without management permission? Is everything forbidden unless permitted, or is everything permitted unless forbidden?

Service Climate

And Performance CLIMETRICS®

ENGAGING

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Do staff routinely share business intelligence and improvement information with senior management? What is the management focus? - employee utilisation, cost reduction and work intensification or creativity, customer outcomes, problem solving, learning and sharing knowledge?

LEARNING

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Do Leaders foster a no-blame climate to surface problems for teams to work on? Do leaders routinely spend time at the workplace solving front-line issues with the staff? Do leaders pay more attention to efficiency-driven functional targets or end-to-end effectiveness at creating customer and user outcomes?

LEADING

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Do employees influence end-to-end business processes? What influence does staff have over improving the measurement system? What influence do employees have on improving products and services?

IMPROVING

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Engaging, Learning, Leading, Improving Dimensions

A Freedom and decision making

B Customer facing activity

C Customer intelligence gathering

D Sharing intelligence with the team

E Organisational understanding

F Sharing intelligence across the function

G Sharing intelligence with other functions

H Sharing intelligence with top/senior management

I Performance management

J Adaptive leadership

K Responding to customer issues

L Implementing ideas to better serve customers

M Employee influence on products and services

N Employee influence on managing practices

O Employee influence on other functions

P Employee influence on end-to-end processes

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Mass Customisation. This is a variation of the one-size-fits-all. The employee helps the customer select from a fixed menu of options. The customer experience and employee engagement, however, are relatively low.

Mass Specialisation. Customers must know which service they want, where to obtain it and integrate each one from different sources. Since employees possess deep specialist knowledge, they will engage customers at a much higher level, and the customer experience is personal and solutions standard.

Mass Adaptation. The Customer Value Enterprise® The service will provide personalised advice to suit the individual. Employee skills are high and they will integrate and combine all solutions on the customers’ behalf in unique combinations, resulting in high customer and employee engagement. The customer experience is personal and unique.

Mass Production. A one size fits all service has low variety offerings , employee skills are basic and customer engagement is transactional.

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Climetrics® Landscapes

CHARACTER OFFERINGS CUSTOMER EXPERIENCE

EMPLOYEE EXPERTISE

IMPROVEMENT RESPONSIBILITY

MANAGEMENT FOCUS

COMPETITIVE BASIS

LEADERSHIP FOCUS

Customer Value Enterprise ®

Personalised, individual, Bespoke. Unique. Flexible Offerings

Customer experience is personal and unique Co-Creation of solution design

Expert Broad knowledge to provide integrated solutions

Front-line experimentation and Learning

Creativity, expertise, new products and services. Customer outcomes. Problem Solving

Trusted advisor and expert Integration Business Outcomes

Listen and adapt

The Department Store

More choice from a variety of standard offerings

High level of customer interaction to identify needs and situation

Specific and deep specialist knowledge and skills

Front-line staff Managers

Developing staff knowledge Capture and reuse solutions Effectiveness

In-depth specialities connected to expert networks Economies of Scope

Consultative

The Pizza Parlour

Fixed menu with simple options

Discuss simple needs and available options. Low customer involvement during solution design

Understand basic option configurations

Central Change Teams Managers

Cost, efficiency and Coordination

Commodity Driven Emphasis on providing value-add and choice

Direct and Control

The Bus Low Variety Transactional and Processed No customer involvement in solution design

Basic Improvement Boards Improvement Specialists Suggestion Schemes

Employee utilisation, cost reduction, work intensification.

Commoditised High Volume Low Margins Economies of Scale

Command and Control

Mass Production

Mass Customisation

Mass Specialisation

Mass Adaptation

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Mass Production

Mass Customisation

Mass Specialisation

Mass Adaptation

Independent Financial Advice

Consumer IT Support Services

Energy Utilities

Water Utilities

Consumer Banking Services

Health-Care Services

Insurance Services

Mobile Phone Support Services

Revenue and Tax

Government Centres

Low-cost Airline

Travel Services

Legal Advice

Credit Card Services

Consumer Advice Corporate IT

Services

Post and Parcel Services

Purchasing Computers

Mobile Phone Purchasing

Investment Services

Weak Operation Standard Operation Excellent Operation

Climetrics® Operating Landscapes and Operational Excellence with Adaptability

Differentiation curve

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Mass Production

Mass Customisation

Mass Specialisation

Mass Adaptation

Weak Operation Standard Operation Excellent Operation

Climetrics® Telco before and after transformation

Business Support

Operations

Design and Provision

New Service

Differentiation curve

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Climate Landscapes

CHARACTER OFFERINGS CUSTOMER

EXPERIENCE EMPLOYEE EXPERTISE

IMPROVEMENT RESPONSIBILITY

MANAGEMENT FOCUS

COMPETITIVE BASIS

LEADERSHIP FOCUS

Sense and Respond CVE Mass Adaptation

Personalised, individual, Bespoke. Unique. Flexible offerings

Customer experience is personal and unique Co-Creation of solution design

Expert Broad knowledge to provide integrated solutions Disciplined experimentation

Front-line experiments and learning

Creativity, expertise, new products and services. Customer outcomes. Problem solving

Trusted advisor and expert Integration Business outcomes

Listen and adapt

Mass Production

Low variety Transactional and processed No customer involvement in solution design

Basic Improvement boards Improvement specialists Suggestion schemes

Employee utilisation, cost reduction, work intensification. Disciplined compliance

Commoditised High Volume Low Margins Economies of scale

Command and control

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Mass Production

Mass Customisation

Mass Specialisation

Mass Adaptation

A Freedom and decision making

B Customer facing activity

C Customer intelligence gathering

D Sharing intelligence with the team

E Organisational understanding

F Sharing intelligence across the function

G Sharing intelligence with other functions

H Sharing intelligence with top/senior management

I Performance management

J Adaptive leadership

K Responding to customer issues

L Implementing ideas to better serve customers

M Employee influence on products and services

N Employee influence on managing practices

O Employee influence on other functions

P Employee influence on end-to-end processes

Engaging Learning Leading Improving

A B C D E F G H I J K L M N O P

Climetrics® Climatograph

Transformation objective

Climate Strength

Applications Company. June 2009: Before Transformation

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Mass Production

Mass Customisation

Mass Specialisation

Mass Adaptation

A Freedom and decision making

B Customer facing activity

C Customer intelligence gathering

D Sharing intelligence with the team

E Organisational understanding

F Sharing intelligence across the function

G Sharing intelligence with other functions

H Sharing intelligence with top/senior management

I Performance management

J Adaptive leadership

K Responding to customer issues

L Implementing ideas to better serve customers

M Employee influence on products and services

N Employee influence on managing practices

O Employee influence on other functions

P Employee influence on end-to-end processes

Engaging Learning Leading Improving

A B C D E F G H I J K L M N O P

Climetrics® Climatograph Climate Strength

Transformation objective

Applications Company. Nov 2010: AfterTransformation

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Mass Production

Mass Customisation

Mass Specialisation

Mass Adaptation

Engaging Learning Leading Improving

Climate Strength

Climate at two different software development firms A Freedom and decision

making

B Customer-facing activity

C Customer-intelligence gathering

D Sharing intelligence with the team

E Organisational understanding

F Sharing intelligence across the function

G Sharing intelligence with other functions

H Sharing intelligence with top/senior management

I Performance management

J Adaptive leadership

K Responding to customer issues

L Implementing ideas to better serve customers

M Employee influence on products and services

N Employee influence on managing practices

O Employee influence on other functions

P Employee influence on end-to-end processes

Climetrics® Climatograph

A B C D E F G H I J K L M N O P

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Mass Production

Mass Customisation

Mass Specialisation

Mass Adaptation

A Freedom and decision making

B Customer-facing activity

C Customer-intelligence gathering

D Sharing intelligence with the team

E Organisational understanding

F Sharing intelligence across the function

G Sharing intelligence with other functions

H Sharing intelligence with top/senior management

I Performance management

J Adaptive leadership

K Responding to customer issues

L Implementing ideas to better serve customers

M Employee influence on products and services

N Employee influence on managing practices

O Employee influence on other functions

P Employee influence on end-to-end processes

Engaging Learning Leading Improving

A B C D E F G H I J K L M N O P

Climetrics® Climatograph

Transformation objective

Climate Strength

Global Run Infrastructure Company : Before Transformation

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Mass Production

Mass Customisation

Mass Specialisation

Mass Adaptation

A Freedom and decision making

B Customer-facing activity

C Customer-intelligence gathering

D Sharing intelligence with the team

E Organisational understanding

F Sharing intelligence across the function

G Sharing intelligence with other functions

H Sharing intelligence with top/senior management

I Performance management

J Adaptive leadership

K Responding to customer issues

L Implementing ideas to better serve customers

M Employee influence on products and services

N Employee influence on managing practices

O Employee influence on other functions

P Employee influence on end-to-end processes

Engaging Learning Leading Improving

A B C D E F G H I J K L M N O P

Climetrics® Climatograph Climate Strength

Transformation objective

Global Run Infrastructure Company : After Transformation

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Fun

ctio

nal

E

nd to

End

No Matters to Customers Yes

You’ll not find many measures in this zone.

‘If you measure your business using averages, don’t be surprised to find

yourself running an average business.’

Purpose

Agent Utilisation

% Incorrectly Categorised

Average Handle Time

First Time

Fix

Mean time to process

by priority level

Calls/ Agent /Day

Average IT Availability

Time

Customer Satisfaction ?

Depends

% Incorrectly assigned

% resolved within Target priority MTP

Av time for 2nd level to respond

Av Time to resolve

% Incidents Re-assigned

% Calls Bypass 1st Line

% of calls that are Service Requests

No. calls without Esc/agent

No. Calls Exceed SLA

Av Time Call Answr

% of Calls Convt to Tickets

What you measure tells everyone what you think

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IT and application support staff Measurement before and after understanding users.

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What we feel pain about today.

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Wrong measures, wrong pain, wrong outcomes.

Service Measures and SLAs. End-user Measures. End User pain points

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Making the pretence, reality and cost visible: ‘Your baby is ugly’

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Pretence, reality and cost: but what’s the benefit?

Pretence Reality Cost

What we say its like What it is really like What it costs us to pretend

Caring for people. Giving people opportunities. We are coping, everything is OK. We are doing a good job. We work as a team. We listen to people.

Working to the numbers. Ticking the boxes. Manipulating the numbers. Back-stabbing. Lying. Covering up. No trust. Blaming. Cheating. Play the game.

Low self-esteem Futility. No fulfilment. Withdrawing. No fun. Loss of honesty Loss of integrity. Loss of repeat business. Customer dissatisfaction. Little or no innovation. Cynicism. Missed opportunities. Fear of being found out.

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Mass Production

Mass Customisation

Mass Specialisation

Mass Adaptation

A Freedom and decision making

B Customer -facing activity

C Customer -intelligence gathering

D Sharing intelligence with the team

E Organisational understanding

F Sharing intelligence across the function

G Sharing intelligence with other functions

H Sharing intelligence with top/senior management

I Performance management

J Adaptive leadership

K Responding to customer issues

L Implementing ideas to better serve customers

M Employee influence on products and services

N Employee influence on managing practices

O Employee influence on other functions

P Employee influence on end-to-end processes

Engaging Learning Leading Improving

A B C D E F G H I J K L M N O P

Climetrics® Climatograph

Transformation objective

Climate Strength

Development, testing and run Local government IT Before Transformation

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Mass Production

Mass Customisation

Mass Specialisation

Mass Adaptation

A Freedom and decision making

B Customer-facing activity

C Customer-intelligence gathering

D Sharing intelligence with the team

E Organisational understanding

F Sharing intelligence across the function

G Sharing intelligence with other functions

H Sharing intelligence with top/senior management

I Performance management

J Adaptive leadership

K Responding to customer issues

L Implementing ideas to better serve customers

M Employee influence on products and services

N Employee influence on managing practices

O Employee influence on other functions

P Employee influence on end-to-end processes

Engaging Learning Leading Improving

A B C D E F G H I J K L M N O P

Climetrics® Climatograph Climate Strength

Transformation objective

Development, testing and run Local government IT After Transformation 18 Months

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Statement Before % After %

Understanding our services allows me to take effective action. 42 100

Understanding the customer improves my commitment. 14 83

Understanding customers helps me make better decisions. 15 95

It is my job to share information with my peers and managers. 0 63

I help my organisation understand what customers value. 0 82

My manager supports my decision when I have customer data. 0 49

The management team is committed to improving the quality of work 17 50

Statement Before % After %

I am involved in decision making. 28 45

I make decisions with the customer in mind. 14 67

My data improves the quality of decision making. 0 83

I can improve processes and methods to serve the customer. 15 65

I use customer data to help managers make better decisions. 17 63

I am confident making decisions with customer data. 13 66

I understand how the whole organisation works for customers. 16 68

Climetrics® Management and staff Survey: before and after highlights

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Page 36: Agile Solvenia 2013 Parry Issued

Choice

Freedom

Power

Performance is a matter of people having

which is a matter of

with the Performance Measures

Technology

Is your organisation a hindrance to employees, managers and customers?

Designing a better end-to-end ‘System’

to do what matters for customers.

Role Design

Processes, Procedures and methods

Policy

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Trustworthy

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Together

Ease

Respectful

Excited

Optimistic

Intelligent

Collaborative

Sharing

Learning Creating

Supportive

Growing

Exploring

Rational

Encouraged

Achievement

Engaging Harmony

Recognition

Discovering

Motivated

Agreement

Purpose

Knowledge Kind

Thoughtful

Integrity

Trustworthy

Passion

Courage

Challenging Leading Improving

Curious

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On-Line Data Collection Data Cleansing Validity testing (Factor Analysis) Correlation Matrix Analysis Regression Analysis Confirmatory Factor Analysis Structural Equation Modelling Climetrics® Landscape categorisation Statistical data - Interpretation Triangulation with on-site workshops Executive Summary

Climetrics® Analysis Methodology Climetrics ® Statistical Analysis Process

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TM

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No part of this publication may be reproduced or transmitted in any form or for any purpose without the express permission of Service Climate Management Ltd. The information contained herein may be changed without prior notice.

Service Climate Management ® is a registered trade mark of Service Climate Management Ltd.

Customer Value Enterprise ® is a registered trade mark of Service Climate Management Ltd.

Climetrics ® is a registered trade mark of Service Climate Management Ltd.

The Engaging, Learning, Leadings Improvement device is a TM of Service Climate Management. CORE Demand Profile TM is a trademark of Service Climate Management Ltd.

© 2012 Service Climate Management Ltd. All rights reserved

All other product and service names mentioned are the trademarks of their respective companies. Data contained in this document serves informational purposes only. The information in this document is proprietary to Service Climate Management Ltd. No part of this document may be reproduced, copied, or transmitted in any form or for any purpose without the express prior written permission of Service Climate Management Ltd. This document is a preliminary version and not subject to your license agreement or any other agreement with Service Climate Management Ltd. This document contains only intended strategies, developments, models, methods and products and is not intended to be binding upon Service Climate Management to any particular course of business, product strategy, and/or development. Please note that this document is subject to change and may be changed by Service Climate Management Ltd. at any time without notice. Service Climate Management assumes no responsibility for errors or omissions in this document. Service Climate Management Ltd. does not warrant the accuracy or completeness of the information, text, graphics, links, or other items contained within this material. This document is provided without a warranty of any kind, either express or implied, including but not limited to the implied warranties of merchantability, fitness for a particular purpose, or non-infringement. Service Climate Management Ltd. shall have no liability for damages of any kind including without limitation direct, special, indirect, or consequential damages that may result from the use of these materials. This limitation shall not apply in cases of intent or gross negligence. The statutory liability for personal injury and defective products is not affected. Service Climate Management Ltd. has no control over the information that you may access through the use of hot links contained in these materials and does not endorse your use of third-party Web pages nor provide any warranty whatsoever relating to third-party Web pages.