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
The Journey To NOW B E G I N S
TODAY’S AGENDA Introductions Where we are headed Fundamentals overview Getting to work: The Foundations: Mission, Vision & Values Key Goals Outcome Measures
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
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
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
Improved Customer Experience Reduced Costs Accelerated Growth FUNDAMENTALS Routine Work BREAKTHROUGHS Strategic Initiatives TARGET REVIEWS 7-Step Problem Solving Increased Profitability and Competitive Advantage
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
MANAGEMENT SYSTEM MAP℠ FUNDAMENTALS Routine Work
Clarifies real-world obstacles & opportunities to the Strategic Plan
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
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
7-Step PLAN OUTCOME or PROCESS measure in RED or YELLOW?
Getting to Work Checking in and validating or creating: MISSION, VISION & VALUES KEY GOALS OUTCOME MEASURES
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?
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?
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?
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?
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?
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
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?