The document provides an overview of Lean leadership and creating adaptive, learning and engaging organizations. It discusses key dimensions such as engaging employees, promoting learning, effective leadership, and improving processes. These dimensions are measured using a diagnostic tool called Climetrics to assess an organization's work climate. The work climate is found to predict performance, profitability, and the ability to adapt. Case studies are presented showing how organizations have transformed their work climates and achieved operational excellence with greater adaptability.

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
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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
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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
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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)
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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.
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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
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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.
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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. ™
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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?
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™

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?
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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?
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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?
™
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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
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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.
™
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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
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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
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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
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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.
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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
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M
N
O
P

24. A
B
D
E
F
G
H
I
J
K
L
Climetrics® Climatograph
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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
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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
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M
N
O
P

27. Getty Library
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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
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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.
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31. 31

32. 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
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Purpose
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Yes

33. IT and application support staff Measurement
before and after understanding users.
33
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34. What we feel pain about today.
34
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35. Wrong measures, wrong pain, wrong outcomes.
Service Measures and SLAs.
End-user Measures.
End User pain points

36. Leadership is an activity not a position.

37. 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
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•
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

39. There can be no end-to-end transparency unless
there is top-to-bottom trust.

40. Making the pretence, reality and cost visible: ‘Your baby is ugly’
With acknowledgement to Landmark Education and the Landmark Forum

41. 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.

42. 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

43. 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

44. Change resistance is directly proportional to the
lack of leadership.
Heroic leadership is a sign of Lean leadership
failure not triumph.

45. 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
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46. 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
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purpose

47. 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
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