• Like
  • Save

Thanks for flagging this SlideShare!

Oops! An error has occurred.

People, Process & technology as an approach to business improvement - Matters Seminar 29 Mar 2012

  • 1,755 views
Published

Presentation Title: ‘People, Process & technology as an approach to business improvement’ …

Presentation Title: ‘People, Process & technology as an approach to business improvement’

People, process and technology is a common phrase which often surfaces in discussions around business improvements and transformational change, but how many of us truly understand the phrase, its meaning and the importance of getting the right balance?
Stuart Osborne will provide an insight, based on examples and personal experience, into how these three elements are best combined to deliver effective, sustainable change within your organisation.

Published in Technology , Business
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
    Be the first to like this
No Downloads

Views

Total Views
1,755
On SlideShare
0
From Embeds
0
Number of Embeds
1

Actions

Shares
Downloads
0
Comments
0
Likes
0

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide
  • Presentation on people process technologyWhy am I here: Managing director of Apex Business Improvement Providing strategies and deliveries of process and people led sustainable transformationGeo background within MoD / RN Customer focused needs on navigation systems and situational awareness Translation of that into strategies for organisation change to deliver customer needed products Initial exposure to LeanLean; methodology for process improvement, removing waste and adding valueExposure to public and private sectorSlides / Presentation built on experience not just a methodology
  • People , process, technology – what does this actually mean?Presentation aimed at providing food for thought for you in transforming your organisation
  • Focus on process first
  • Successful transformation relies on well defined strategies for improvementHow do we develop those strategies; Mission; Why do we exist – to deliver successful products to customers to help them .... Values; What do we consider important in the way we go about our business – transparency, value our staff Vision; How do we want to move forward – opportunities for growth, increased productivityAnalyse: Competitive landscape Legal / Regulatory requirements TechnologyTo inform on the strategy
  • Analysis comes firstInitially to help you define the strategy; Competitive landscape Emerging technologies Legal / regulatory changesBut how do we get from strategy to tangible benefits.How does that high level analysis get into design that will deliver to that strategy
  • Three Voices VOC – primary voice, any strategy is wasteful if it doesn’t deliver benefits to the customer Process – Is current process capable of delivering the strategy (metrics provide insight). If not change is required People – Can give insight into the process, better ways of working and often have links with the customer
  • Many process led improvement fail. They may link to strategy but fail to deliver tangible benefits that deliver the strategyUnderstand the ‘as-is’ from those 3 voices. Customer voice, variations in process, gather metrics on operational efficiency. People; understand as-is ways of working and their limitationsOutcome; process variations, potential improvements, quality issues, technological issue – Nobody intends to design an inefficient processDevelop 2B processes and benefits aligned to the strategyAllows development of requirements which start to identify both IT solutions and behavioural changesAllows identification of technological solutions to support the business processUnderstand integration and SOA etcPut analysis before design – NOT WATERFALLBuild, test deploy and TRAINMeasure benefits
  • People, Key voice in your organisation to support analysis and designKey component in successful implementation. Failure in change management will fail in the deliveryThe analysis will identify potential cultural changes and new WoW
  • Before embarking on transformation recognise your organisations attitude to changeChange fatigue - NHS
  • Who to involve in the changeLemmings – early volunteers for change, fickleDogs – Loyal pack, will do what is asked but need training and some convincingHorses – Key group; Wise, need breaking in and convincing. Can be proponents of change once convinced with little chance of changing course. May need coaxing over fences but sometimes lead their masters over difficult terrainSheep – Followers of others, can be herded by dogs and horsesGoats – Stubborn and very difficult to convince. Once converted can influence sheepJackals – Can never be persuaded – will bite the ankles of goats, sheep, horses and dogs
  • AsidePeople response to bereavementSimilar to peoples response to change – real feelings Everyone goes through it – just some slower than others
  • Transition curveX – timeY management and the volume of people in your orgGeneral transition from grievance to new beginnings with the time lag where many people remain neutral
  • Businesses choose COTS; Drive down development costs and time bring best in breed to your organisationBut Selected solution heading into implementation often; becomes the responsibility of IT to implement Large impacts on business process Hides opportunities for improvement Overlooks behavioural changes and new WoW as it applies technology to the ‘as-is’
  • Leads to frustration with operational staff doesn’t work for them feel they have not been listened to failures in adoption reversal back to past WoW particularly if unsuccessful roll out of new technology has not facilitated the removal of legacy systems
  • Technology is a great enabler Many solutions today strive towards enhancing business process Work with similar clients and may provide technological enhancement the organisation had not consideredStart with analysis; define process and requirements to assess suitability and limitations of vendor solutionStretch vendor to develop their solution in timelines that suit your strategy and timelinesGetting the right balance and involving technology at the right time in the analysis
  • Better equipped to answer the People Process Technology questionAny improvement will fail if you don’t understand how your business will use it and the change management required to support its implementation
  • Continual Improvement

Transcript

  • 1. MISSION VALUES VISION STRATEGY IMPROVEMENTSCOMPETITIVE EMERGING LEGAL / REGULATORY LANDSCAPE TECHNOLOGIES LANDSCAPE
  • 2. ANALYSIS BEFORE DESIGN
  • 3. ProcessPeople Customer
  • 4. ANALYSIS DESIGN BEHAVIOURS / BEHAVIOURS / TRAINING WoW WoW BUSINESS VENDOR REQUIREMENTS SELECTION BUILDSTRATEGY & PLANNING TEST PROCESS MODELS SYSTEM DEPLOY REQUIREMENTS SOFTWARE DESIGN DATA REQUIREMENTS SERVICE ORIENTATED ARCHITECTURE INTEGRATION REQUIREMENTS MASTER DATA MANAGEMENT BENEFITS REALISED
  • 5. FREQUENCY OF PAST CHANGE IMPACT OF MANAGEMENT OFPAST CHANGE PAST CHANGE
  • 6. The Adoption Curve Farmer Sheep Horses Goats DogsJackals Lemmings
  • 7. Kubler-Ross Grief Cycle