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Agile Solvenia 2013 Parry Issued

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Designing Better Workplaces Changing the Work Climate

Designing Better Workplaces Changing the Work Climate

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  • 1. 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 Stephen.parry@lloydparry.com www.lloydparry.com www.slideshare.net/SGParry/presentations All sources, influences, acknowledgements and reading lists can be found on www.leanvoices.com
  • 2. 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
  • 3. All Trade-Marks and ©Copyright 2013 Owned by Lloyd Parry. All Rights Reserved. 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
  • 4. 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 All Trade-Marks and ©Copyright 2013 Owned by Lloyd Parry. All Rights Reserved.
  • 5. 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. All Trade-Marks and ©Copyright 2013 Owned by Lloyd Parry. All Rights Reserved.
  • 6. 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 All Trade-Marks and ©Copyright 2013 Owned by Lloyd Parry. All Rights Reserved.
  • 7. ™ All Trade-Marks and ©Copyright 2013 Owned by Lloyd Parry. All Rights Reserved.
  • 8. 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 ™ All Trade-Marks and ©Copyright 2013 Owned by Lloyd Parry. All Rights Reserved.
  • 9. 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 ™ All Trade-Marks and ©Copyright 2013 Owned by Lloyd Parry. All Rights Reserved.
  • 10. 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 ™ All Trade-Marks and ©Copyright 2013 Owned by Lloyd Parry. All Rights Reserved.
  • 11. 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 ™ All Trade-Marks and ©Copyright 2013 Owned by Lloyd Parry. All Rights Reserved.
  • 12. All Trade-Marks and ©Copyright 2013 Owned by Lloyd Parry. All Rights Reserved. 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
  • 13. 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. ™ All Trade-Marks and ©Copyright 2013 Owned by Lloyd Parry. All Rights Reserved.
  • 14. 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 All Trade-Marks and ©Copyright 2013 Owned by Lloyd Parry. All Rights Reserved.
  • 15. 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 All Trade-Marks and ©Copyright 2013 Owned by Lloyd Parry. All Rights Reserved.
  • 16. 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 All Trade-Marks and ©Copyright 2013 Owned by Lloyd Parry. All Rights Reserved.
  • 17. All Trade-Marks and ©Copyright 2013 Owned by Lloyd Parry. All Rights Reserved. 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
  • 18. All Trade-Marks and ©Copyright 2013 Owned by Lloyd Parry. All Rights Reserved. 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
  • 19. All Trade-Marks and ©Copyright 2013 Owned by Lloyd Parry. All Rights Reserved. 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® ClimatographClimate Strength Transformation objective Applications Company. Nov 2010: AfterTransformation
  • 20. All Trade-Marks and ©Copyright 2013 Owned by Lloyd Parry. All Rights Reserved. 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
  • 21. All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2012 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
  • 22. All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2012 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® ClimatographClimate Strength Transformation objective Global Run Infrastructure Company : After Transformation
  • 23. 24
  • 24. All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2012 FunctionalEndtoEnd 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
  • 25. All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2012 26 IT and application support staff Measurement before and after understanding users.
  • 26. All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2012 27 What we feel pain about today.
  • 27. Wrong measures, wrong pain, wrong outcomes. Service Measures and SLAs. End-user Measures. End User pain points
  • 28. Making the pretence, reality and cost visible: ‘Your baby is ugly’
  • 29. 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.
  • 30. 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
  • 31. 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® ClimatographClimate Strength Transformation objective Development, testing and run Local government IT After Transformation 18 Months
  • 32. 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 All Trade-Marks and ©Copyright 2013 Owned by Lloyd Parry. All Rights Reserved.
  • 33. 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 All Trade-Marks and ©Copyright 2013 Owned by Lloyd Parry. All Rights Reserved. Trustworthy
  • 34. 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
  • 35. 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 MethodologyClimetrics ® Statistical Analysis Process
  • 36. All Trade-Marks and ©Copyright 2013 Owned by Lloyd Parry. All Rights Reserved. TM
  • 37. 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.

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