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LKUK13 Leading Adaptive Learning Org
LKUK13 Leading Adaptive Learning Org
LKUK13 Leading Adaptive Learning Org
LKUK13 Leading Adaptive Learning Org
LKUK13 Leading Adaptive Learning Org
LKUK13 Leading Adaptive Learning Org
LKUK13 Leading Adaptive Learning Org
LKUK13 Leading Adaptive Learning Org
LKUK13 Leading Adaptive Learning Org
LKUK13 Leading Adaptive Learning Org
LKUK13 Leading Adaptive Learning Org
LKUK13 Leading Adaptive Learning Org
LKUK13 Leading Adaptive Learning Org
LKUK13 Leading Adaptive Learning Org
LKUK13 Leading Adaptive Learning Org
LKUK13 Leading Adaptive Learning Org
LKUK13 Leading Adaptive Learning Org
LKUK13 Leading Adaptive Learning Org
LKUK13 Leading Adaptive Learning Org
LKUK13 Leading Adaptive Learning Org
LKUK13 Leading Adaptive Learning Org
LKUK13 Leading Adaptive Learning Org
LKUK13 Leading Adaptive Learning Org
LKUK13 Leading Adaptive Learning Org
LKUK13 Leading Adaptive Learning Org
LKUK13 Leading Adaptive Learning Org
LKUK13 Leading Adaptive Learning Org
LKUK13 Leading Adaptive Learning Org
LKUK13 Leading Adaptive Learning Org
LKUK13 Leading Adaptive Learning Org
LKUK13 Leading Adaptive Learning Org
LKUK13 Leading Adaptive Learning Org
LKUK13 Leading Adaptive Learning Org
LKUK13 Leading Adaptive Learning Org
LKUK13 Leading Adaptive Learning Org
LKUK13 Leading Adaptive Learning Org
LKUK13 Leading Adaptive Learning Org
LKUK13 Leading Adaptive Learning Org
LKUK13 Leading Adaptive Learning Org
LKUK13 Leading Adaptive Learning Org
LKUK13 Leading Adaptive Learning Org
LKUK13 Leading Adaptive Learning Org
LKUK13 Leading Adaptive Learning Org
LKUK13 Leading Adaptive Learning Org
LKUK13 Leading Adaptive Learning Org
LKUK13 Leading Adaptive Learning Org
LKUK13 Leading Adaptive Learning Org
LKUK13 Leading Adaptive Learning Org
LKUK13 Leading Adaptive Learning Org
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LKUK13 Leading Adaptive Learning Org

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Lean Kanban United Kingdom 2013, Modern Management Methods, Lean Leadership, Climetrics, Service Climate, Work Climate, Sense and Respond 3.0, Lean Organizational Design,

Lean Kanban United Kingdom 2013, Modern Management Methods, Lean Leadership, Climetrics, Service Climate, Work Climate, Sense and Respond 3.0, Lean Organizational Design,

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  • 1. Gathering customer intelligence data Collaboration Employee influence on products and services H ow well we respond to customers Respectful Innovating ideas for customers Organisational Employee influence Understanding on other functions Sharing Intelligence with the team Customer Trustworthiness Purpose Challenging Freedom and decision making Employee influence on managing practices Courage Employee influence on end-to-end processes Sharing Intelligence Across the function Performance Sharing Intelligence Management with top/senior And Measurement management Leadership
  • 2. How to develop Lean Leadership: Creating adaptive, learning and engaging organisations. Stephen Parry Author of Sense and Respond Senior Partner at Lloyd Parry @Leanvoices
  • 3. 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 All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2013
  • 4. Dr Gary Fisher The research explored how climate perceptions and affective reactions at the organizational, team and individual level influenced service performance via the use of Social Exchange Theory and the concomitant Rule of Reciprocity. • The data set was gathered via a large scale (127 organizations and over 3000 employees) quantitative survey and was analyzed via Confirmatory Factor Analysis and Structural Equation Modelling. • Organizational Psychology Research into Service and Work Climates • The proposed Psychological Process to Performance Model was tested via a series of competing nested models. Now Research Development Officer University of Warwick All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2013
  • 5. Service Climate: Thinking Feelings and Behaviour of Customers, Employees, Managers and Leaders Diagnosis Prognosis: Service Performance 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. Predictability Long-term profitability. Work outcomes. Employee performance. Job satisfaction. Customer perceptions of service quality. Quality improvements. Commitment. Absenteeism and turnover. Organisational adaptability. Also predicts the implications for a business that doesn’t change All Trade-Marks and ©Copyright 2013 Owned by Lloyd Parry. All Rights Reserved.
  • 6. As a Leader you have to be authentic. Reciprocity • Reciprocity is considered as a strong determining factor of human behaviour. • Even if the consequences are the same, underlying intentions can cause an action to be reciprocated differently. • Even if staff are treated well a good work climate may not necessarily result. • Employees need a work climate that fosters participation, autonomy, work improvement, end-to-end understanding and interdepartmental support. Service Climate and Customer Intelligence Workers. Parry and Fisher (2006) All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2013
  • 7. From first to last, Respect for People and a Blame Free Culture. Extracts from a broadcast by Stephen Parry 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. 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. There is a world of difference between helping people to see and telling them they are blind. Most of all we must trust that people are capable of owning and solving their own problems with a little bit of help. All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2013 Managers helping employees freely choose how they solve problems displays total respect.
  • 8. Is your organisation a hindrance to employees, managers and customers? Performance is a matter of people having So how do we create an Adaptive, Learning, ‘Thinking-System’? Choice Climate which is a matter of Role Design Freedom Processes, Procedures and Methods with the Performance Measures Power Leadership to do what matters to serve the customers All Trade-Marks and ©Copyright 2013 Owned by Lloyd Parry. All Rights Reserved. purpose
  • 9. The Work 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 Climate diagnostic called Climetrics® which also measures how well the organisation as a whole, identifies, understands and delivers against customer needs and how it adapts and locks on to changing customer needs. The diagnostic informs indicates what actions we need to take to create a superior work climate. All Trade-Marks and ©Copyright 2013 Owned by Lloyd Parry. All Rights Reserved.
  • 10. Gathering customer intelligence data Collaboration Employee influence on products and services H ow well we respond to customers Respectful Innovating ideas for customers Organisational Employee influence Understanding on other functions Sharing Intelligence with the team Customer Trustworthiness Purpose Challenging Freedom and decision making Employee influence on managing practices Courage Employee influence on end-to-end processes Sharing Intelligence Across the function Performance Sharing Intelligence Management with top/senior And Measurement management Leadership
  • 11. ™ All Trade-Marks and ©Copyright 2013 Owned by Lloyd Parry. All Rights Reserved.
  • 12. Does the job design allow all staff to engage with customers and users? To what extent can staff modify solutions without management permission? ENGAGING Is everything forbidden unless permitted, or is everything permitted unless forbidden? All Trade-Marks and ©Copyright 2013 Owned by Lloyd Parry. All Rights Reserved. ™
  • 13. Do staff routinely share business intelligence and improvement information with senior management? LEARNING ™ What is the management focus? employee utilisation, cost reduction and work intensification or creativity, customer outcomes, problem solving, learning and sharing knowledge, collaboration? All Trade-Marks and ©Copyright 2013 Owned by Lloyd Parry. All Rights Reserved.
  • 14. Do Leaders foster a no-blame climate to surface problems for teams to work on? LEADING ™ 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? Who does the Leading? A few select people or most people? All Trade-Marks and ©Copyright 2013 Owned by Lloyd Parry. All Rights Reserved.
  • 15. Do employees influence end-to-end business processes? What influence does staff have to improve the measurement system? IMPROVING What influence do employees have on improving products and services? ™ All Trade-Marks and ©Copyright 2013 Owned by Lloyd Parry. All Rights Reserved.
  • 16. Engaging, Learning, Leading, Improving Dimensions A Freedom and decision making B Customer facing activity I Performance management J Adaptive leadership Responding to customer issues Implementing ideas to better serve customers C Customer intelligence gathering K D Sharing intelligence with the team L E Organisational understanding F Sharing intelligence across the function Employee influence M on products and services Sharing intelligence G with other functions N Employee influence on managing practices Sharing intelligence with top/senior management O Employee influence on other functions P Employee influence on end-to-end processes H All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2013
  • 17. 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 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 Customisation. This is a variation of the one-sizefits-all. The employee helps the customer select from a fixed menu of options. The customer experience and employee engagement, however, are relatively low. 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.
  • 18. Climetrics® Landscapes CHARACTER Customer Value Enterprise ® OFFERINGS CUSTOMER EXPERIENCE The Department Store Mass Specialisation Customer experience is personal and unique Flexible Offerings Mass Adaptation Personalised, individual, Bespoke. Unique. High level of customer interaction to identify needs and situation Expert Broad knowledge to provide integrated solutions IMPROVEMENT RESPONSIBILITY Co-Creation of solution design More choice from a variety of standard offerings EMPLOYEE EXPERTISE Front-line experimentation and Learning MANAGEMENT FOCUS Creativity, expertise, new products and services. Customer outcomes. Problem Solving Specific and deep specialist knowledge and skills Front-line staff Managers Developing staff knowledge Capture and reuse solutions COMPETITIVE BASIS Trusted advisor and expert Mass Customisation The Bus Mass Production Fixed menu with simple options Low Variety Discuss simple needs and available options. Low customer involvement during solution design Understand basic option configurations Transactional and Processed Basic No customer involvement in solution design Central Change Teams Business Outcomes In-depth specialities connected to expert networks Cost, efficiency and Coordination Commodity Driven Improvement Specialists Suggestion Schemes All Trade-Marks and ©Copyright 2013 Owned by Lloyd Parry. All Rights Reserved. Consultative Economies of Scope Managers Improvement Boards Listen and adapt Integration Effectiveness The Pizza Parlour LEADERSHIP FOCUS Direct and Control Emphasis on providing value-add and choice Employee utilisation, cost reduction, work intensification. Commoditised High Volume Low Margins Economies of Scale Command and Control
  • 19. Climetrics® Operating Landscapes and Operational Excellence with Adaptability Weak Operation Standard Operation Mass Adaptation Corporate IT Services Consumer Advice Investment Services Travel Services Independent Financial Advice Mass Specialisation Consumer IT Support Services Mass Customisation Credit Card Services Mobile Phone Support Services Mass Production Government Centres Excellent Operation Health-Care Services Insurance Services Mobile Phone Purchasing Purchasing Computers Legal Advice Revenue and Tax Consumer Banking Services Post and Parcel Services Low-cost Airline All Trade-Marks and ©Copyright 2013 Owned by Lloyd Parry. All Rights Reserved. Energy Utilities Differentiation curve Water Utilities
  • 20. Climetrics® Telco before and after transformation Weak Operation Standard Operation Excellent Operation Mass Adaptation Mass Specialisation New Service Mass Customisation Mass Production Design and Provision Business Support Operations All Trade-Marks and ©Copyright 2013 Owned by Lloyd Parry. All Rights Reserved. Differentiation curve
  • 21. Climetrics® Analysis Methodology Statistical Analysis Process Climetrics ® 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
  • 22. C Sharing intelligence across the function Sharing intelligence with other functions 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 Mass Specialisation Organisational understanding H Mass Adaptation Sharing intelligence with the team G Improving Customer intelligence gathering F Leading Customer facing activity E Learning Freedom and decision making D Engaging A B Applications Company ICT. Before Transformation Employee influence on endto-end processes Transformation objective Mass Customisation Mass Production A B C D E F G H I J K L Climetrics® Climatograph Climate Strength 2012 Owned by Lloyd Parry. All Rights Reserved. All Trade-Marks and ©Copyright ©Copyright 2013 M N O P
  • 23. A C Sharing intelligence with top/senior management 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 endto-end processes Transformation objective Mass Customisation Mass Production A Climate Strength Sharing intelligence with other functions I Mass Specialisation Sharing intelligence across the function H Mass Adaptation Organisational understanding G Improving Sharing intelligence with the team F Leading Customer intelligence gathering E Learning Customer facing activity D Engaging Freedom and decision making B Applications Company ICT After Transformation B C D E F G H I J K L Climetrics® Climatograph All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2013 M N O P
  • 24. A B D E F G H I J K L Climetrics® Climatograph All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2013 M N O P Employee influence on products and services N Employee influence on managing practices O Employee influence on other functions P Climate Strength C Implementing ideas to better serve customers M B Responding to customer issues L A Adaptive leadership K Mass Production Performance management J Mass Customisation Sharing intelligence with top/senior management I Mass Specialisation Sharing intelligence with other functions H Mass Adaptation Sharing intelligence across the function G Improving Organisational understanding F Leading Sharing intelligence with the team E Learning Customer-intelligence gathering D Engaging Customer-facing activity C Climate at two different development teams Freedom and decision making Employee influence on endto-end processes
  • 25. Organisational understanding Sharing intelligence across the function 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 endto-end processes Transformation objective Mass Specialisation Mass Customisation Mass Production A Climate Strength Sharing intelligence with the team G Improving Customer-intelligence gathering F Mass Adaptation Leading Customer-facing activity E Learning B D Engaging Freedom and decision making C Global Run Infrastructure Company : Before Transformation A B C D E F G H I J K L Climetrics® Climatograph All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2013 M N O P
  • 26. Organisational understanding Sharing intelligence across the function 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 endto-end processes Transformation objective Mass Specialisation Mass Customisation Mass Production A Climate Strength Sharing intelligence with the team G Improving Customer-intelligence gathering F Mass Adaptation Leading Customer-facing activity E Learning B D Engaging Freedom and decision making C Global Run Infrastructure Company : After Transformation A B C D E F G H I J K L Climetrics® Climatograph All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2013 M N O P
  • 27. Getty Library All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2013
  • 28. Search for Common Purpose Business Purpose ‘We all work for the same company but we live in different worlds’ Thomas Qu Applications administration Common Purpose We provide expertise and services to enable us to produce, sell and support software by creating and running robust, effective and efficient IT-Solutions. With pride we relentlessly pursue and apply our insight, ingenuity and technologies to create wealth and a secure future. To contribute with my skills and to be fairly rewarded in a secure and trusted environment that offers challenges and allows me to develop and grow. Employee Purpose All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2013 Strengthen my value chain in a way that differentiates me from competitors and provides a return on my investment. Customer Purpose
  • 29. Good leaders reserve the right to be wrong and change their minds in the light of new evidence. That's strength not a weakness. All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2013
  • 30. 31
  • 31. Functional End to End What you measure tells everyone what you think Mean time to process by priority level You’ll not find many measures in this zone. Average IT Availability Time % resolved within Target priority MTP Customer Satisfaction ? Depends No. Calls Exceed SLA Av time for 2nd Calls/ Agent level to respond % of Calls /Day Convt to Tickets No. calls without Esc/agent % Incorrectly Av Time % Incorrectly assigned Call Answr Categorised % Incidents Re-assigned Agent Utilisation % Calls Bypass 1st Line Av Time to First resolve Time % of calls that are Fix Average Service Requests Handle Time No ‘If you measure your business using averages, don’t be surprised to find yourself running an average business.’ Matters to Customers All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. Purpose ©Copyright 2012 Yes
  • 32. IT and application support staff Measurement before and after understanding users. 33 All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2012
  • 33. What we feel pain about today. 34 All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2012
  • 34. Wrong measures, wrong pain, wrong outcomes. Service Measures and SLAs. End-user Measures. End User pain points
  • 35. Leadership is an activity not a position.
  • 36. What does Lean IT mean for the organisation, leaders, managers and staff? • • Organisation. – Consider the measurement and governance systems – More rigorous CI structures – Potentially new commercial arrangements with customers – New operational performance measures – New operating model may be required Leaders – Might be assigned to end-to-end accountabilities for particular value creating activities. – Encourage fail-safe experimentation – Encourage more questioning from managers and staff – Create a blame-free culture – Have patience All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. • Managers – – – – – – – • Operational review processes Visual Management A3 thinking coaching Performance review re-focus Promote a blame free culture. Planning time for improvement Encourage staff to question Staff – A3 thinking problem solving – Question more seeking evidence – Learn a number of general Lean improvement methods and role specific Lean methods – Lean more about other functions and how they operate. – Learn to trust management. ©Copyright 2013
  • 37. There can be no end-to-end transparency unless there is top-to-bottom trust.
  • 38. Making the pretence, reality and cost visible: ‘Your baby is ugly’ With acknowledgement to Landmark Education and the Landmark Forum
  • 39. 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. With acknowledgement to Landmark Education and the Landmark Forum 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.
  • 40. Sharing intelligence across the function Sharing intelligence with other functions 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 endto-end processes Transformation objective Mass Specialisation Mass Customisation Mass Production A Climate Strength Organisational understanding H Mass Adaptation Sharing intelligence with the team G Improving Customer -intelligence gathering F Leading Customer -facing activity E Learning B D Engaging Freedom and decision making C Development, testing and run Local government IT Before Transformation A B C D E F G H I J K L Climetrics® Climatograph M N O P
  • 41. Sharing intelligence across the function Sharing intelligence with other functions 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 endto-end processes Transformation objective Mass Specialisation Mass Customisation Mass Production A Climate Strength Organisational understanding H Mass Adaptation Sharing intelligence with the team G Improving Customer-intelligence gathering F Leading Customer-facing activity E Learning B D Engaging Freedom and decision making C Development, testing and run Local government IT After Transformation 18 Months A B C D E F G H I J K L Climetrics® Climatograph M N O P
  • 42. Change resistance is directly proportional to the lack of leadership. Heroic leadership is a sign of Lean leadership failure not triumph.
  • 43. Climetrics® Management and staff Survey: before and after highlights Statement Before % After % Understanding our services allows me to take effective action. 42 100 Understanding the customer improves my commitment. 14 Understanding customers helps me make better decisions. Statement Before % After % I am involved in decision making. 28 45 83 I make decisions with the customer in mind. 14 67 15 95 My data improves the quality of decision making. 0 83 It is my job to share information with my peers and managers. 0 63 I can improve processes and methods to serve the customer. 15 65 I help my organisation understand what customers value. 0 82 I use customer data to help managers make better decisions. 17 63 My manager supports my decision when I have customer data. 0 49 I am confident making decisions with customer data. 13 66 The management team is committed to improving the quality of work 17 50 I understand how the whole organisation works for customers. 16 68 All Trade-Marks and ©Copyright 2013 Owned by Lloyd Parry. All Rights Reserved.
  • 44. Is your organisation a hindrance to employees, managers and customers? Performance is a matter of people having Creating an Adaptive, Learning, Thinking System. Choice Climate which is a matter of Visualisation and Measurement Freedom Willing contribution with the Purpose and possibility Power Leadership without position to do what matters to serve the customers All Trade-Marks and ©Copyright 2013 Owned by Lloyd Parry. All Rights Reserved. purpose
  • 45. References , influences and acknowledgements. Book Sense and Respond: The Journey to Customer Purpose. Parry, Barlow, Faulkner (Palgrave Macmillan) Landmark Education and the Landmark Forum www.landmarkworldwide.com The Human Side of Enterprise Douglas McGregor Annotated and Updated by Joel Cutcher-Gershenfeld Beyond McGregor’s Theory Y: Human Capital and Knowledge-Based Work in the 21st Century Organization Kochan, Orlikowski, Cutcher-Gershenfeld http://mitsloan.mit.edu/50th/pdf/beyondtheorypaper.pdf Service Climate and Customer Intelligence Workers. Parry and Fisher (2006) The Essential Deming. Leadership Principles. Orsisni (McGraw Hill) Reciprocity Definition http://en.m.wikipedia.org/wiki/Reciprocity_(social_psychology) Reciprocity An Economics of Social Relations. Kolm (Cambridge) Service Quality Research Perspectives. Schneider, White (Sage) For extensive list of acknowledgements, influences and references go to www.leanvoices.com and for Sense and Respond go to www.lloydparry.com All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2013
  • 46. TM All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2013
  • 47. © 2013 Service Climate Management Ltd. All rights reserved 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 Management Ltd. Customer Value Enterprise Management Ltd. Climetrics ® is a registered trade mark of Service Climate ® is a registered trade mark of Service Climate ® 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. 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 noninfringement. 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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