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The journey begins
The journey begins
The journey begins
The journey begins
The journey begins
The journey begins
The journey begins
The journey begins
The journey begins
The journey begins
The journey begins
The journey begins
The journey begins
The journey begins
The journey begins
The journey begins
The journey begins
The journey begins
The journey begins
The journey begins
The journey begins
The journey begins
The journey begins
The journey begins
The journey begins
The journey begins
The journey begins
The journey begins
The journey begins
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The journey begins

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  • 9:20EXERCISE:Close your eyes…. imagine your alarm has just gone off, it’s 6 a.m. and you’re thinking about going to work (slowly read the 1x column)What are your thinking and feeling?Close your eyes again…. imagine your alarm has just gone off, it’s 6 a.m. and you’re thinking about going to work (slowly read the 5x column)What are your thinking and feeling?Close your eyes one last time…. imagine your alarm has just gone off, it’s 6 a.m. and you’re thinking about going to work (slowly read the 10x column)What are your thinking and feeling?Which company do YOU want to work at?
  • Very different worlds!!!I want to tell you a story to help you better understand this new world…
  • Management MUST GET IT’S ACT TOGETHER….We must build a foundation that allows us to meet the demands of the NOW: …Our customers’ demand for customization and flexibility …Acknowledges the reality of the power our customer’s now have (Dave Carroll) …Causes us to face the incredible scrutiny of our customersEvery mistake you make is visible …you can no longer hide behind policies …you can no longer afford for your employees to NOT solve customer problems …you must be able to say YES to your customer’s EVERY possible need
  • MANAGEMENT must be viewed as a system, a collection of processes that are core to running the business such that it can successfully deliver in the NOW.I will share with you OUR NOW Management System, but I want to be clear our is not the only solution, but any solution must effectively enable
  • Permanente Dental…70% in red or yellow….Within a year it was down to 20%
  • And shortly, we’ll show you the process for identifying AND defining your CRITICAL PROCESSES and their SUB PROCESSES
  • Transcript

    • 1. The Journey To
      NOW
      B E G I N S
    • 2. TODAY’S AGENDA
      Introductions
      Where we are headed
      Fundamentals overview
      Getting to work:
      The Foundations: Mission, Vision & Values
      Key Goals
      Outcome Measures
    • 3. Begin with the End in Mind
      ENGAGEMENT
    • 4. NOW
      THEN
      Managerial Hierarchy
      Customer Need
      DRIVER
      Functional
      Process Centric
      ORGANIZATION
      Centralized
      Decentralized
      DECISIONS
      Big Ideas
      Micro-Improvements
      IMPROVEMENT
      Management
      Everyone
      USE OF DATA
      Ad Hoc, Intuitive
      Standardized, Fact Based
      PROBLEM SOLVING
      Slow
      Fast
      SPEED
    • 5. Every Time
      Every Employee
      Every Opportunity
    • 6. Prioritize, connect, enable, and drive the execution of all work, ensuring that every resource is focused on the goals and that
      every human beinghas the
      maximumauthority to act
    • 7. Eliminating the Sins
      Unclear Direction
      No Line-of-Sight
      Unclear Accountability
      Inconsistent Language
      Poor Issue Transparency
      Inappropriate Resources
      Inadequate Tools/Skills
      7
      Deadly
      Sins
      of
      Management
    • 8. Improved Customer Experience
      Reduced Costs
      Accelerated Growth
      FUNDAMENTALS
      Routine Work
      BREAKTHROUGHS
      Strategic Initiatives
      TARGET
      REVIEWS
      7-Step Problem Solving
      Increased Profitability and Competitive Advantage
    • 9. ON THE BUSINESS
      We can spend more time on the work that delivers NEW VALUE to our Customers
      Finding Wasted Resources
      IN
      THE
      BUSINESS
      If we can reduce the time we need to spend on the ROUTINE work of the business
    • 10. MANAGEMENT SYSTEM MAP℠
      FUNDAMENTALS
      Routine Work
    • 11. NOW FUNDAMENTALS℠
      DELIVERABLES
      • Alignment
      • 12. Process Orientation
      • 13. Process Ownership
      • 14. Outcome & Process Scorecards
      • 15. Employee Line-of-Sight
      • 16. Operating Plan with Targets
      SETTING THE STAGE FOR…
      • Formal Target Reviews
      • 17. Positive Accountability
      • 18. True Transparency
      • 19. Clarifies real-world obstacles & opportunities to the Strategic Plan
      IN
    • 20. NOW FUNDAMENTALS℠PURPOSE
      To get the routine work done effectively with the least possible resources
      To connect every individual to what matters to the organization
      To transfer accountability for results to those who do the work
      To create complete transparency about fundamentals performance
    • 21. NOW Fundamentals℠
    • 22. SCORECARDS
      FACTS
      REVEAL
      TRUTH
      OUTCOME & PROCESS
    • 23. TARGET
      REVIEWS
    • 24. NOW TARGET REVIEWS℠PURPOSE
      To close the loop on performance (how did we do?)
      To ensure transparency on performance challenges (where are we falling short?)
      To cause intervention where needed (so, what are we going to do about it?)
      To recognize progress
    • 25. 7-Step
      PLAN
      OUTCOME or PROCESS measure in RED or YELLOW?
    • 26. NOW GEARS
    • 27. Reduce Variation
      When any work you do goes poorly, it consumes unplanned resources
    • 28. Pursue Constraints
      An Organization is Only as Capable as It’s Least Capable Process
    • 29. Eliminate Fear
      FEAR
      OPPORTUNITY
    • 30. Getting to Work
      Checking in and validating or creating:
      MISSION, VISION & VALUES
      KEY GOALS
      OUTCOME MEASURES
    • 31. MISSION
      To be a leader in restoring, maintaining and enhancing the quality of Oregon’s air, water and land.
      What business are we in? Why do we exist?
    • 32. VISION
      To work collaboratively with all Oregonians for a healthy, sustainable environment.
      What do we want our future to be like? What do we want to be known for?
    • 33. VALUES
      Environmental Results
      Public Service
      Partnerships
      Excellence and Integrity
      Teamwork
      Employee Growth
      Diversity
      Health, Safety and Wellness
      Economic Growth Through Quality Environment
      What rules/beliefs will we hold ourselves accountable to as we do our work?
    • 34. KEY GOALS
      Promoting Sustainable Practices
      Improving Oregon’s Air & Water
      Protecting People & the Environment from Toxics
      Involving Oregonians in Solving Problems
      How do we define success? What will we need to accomplish to know we have done well?
    • 35. OUTCOME MEASURES
      Promoting Sustainable Practices
      Improving Oregon’s Air & Water
      Protecting People & the Environment from Toxics
      Involving Oregonians in Solving Problems
      How will we measure our progress?
    • 36. OUTCOME MEASURE WORKSHEET
      OUTCOMEMEASURES
      HOW THE MEASURE IS CALCULATED
      DESIRED LEVEL OF PERFORMANCE
      WHO IS THE PRINCIPAL ADVOCATE FOR THIS MEASURE
      WHAT IT
      MEASURES
      RANGES OF POSSIBLE PERFORMANCE
      WHERE WE WILL GET THE DATA
      HOW OFTEN WE WILL FORMALLY REVIEW
      SAMPLE OUTCOME MEASURE WORKSHEET
    • 37. CORE PROCESS WORKSHEET
      Core ProcessWORKSHEET
      WHAT IS
      THE NAME OF THIS CORE PROCESS?
      WHAT ARE THE SUB PROCESSES WITHIN THIS CORE PROCESS
      WHO IS THE PRINCIPAL ADVOCATE FOR THIS PROCESS
      WHO DOES THIS PROCESS EXIST TO SERVE/TO BENEFIT?
      HOW WILL WE KNOW THIS PROCESS IS WORKING?

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