Aligning To The Voice Of The Customer At Three Levels
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Aligning To The Voice Of The Customer At Three Levels

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A presentation developed by me and delivered at ISPI first in 2002, and then again in 2003 as an Encore Session (top 10 rating in the prior conference). This is about collaboration - including ...

A presentation developed by me and delivered at ISPI first in 2002, and then again in 2003 as an Encore Session (top 10 rating in the prior conference). This is about collaboration - including governance and advisory systems for Training/ Learning/ Knowledge Management.

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Aligning To The Voice Of The Customer At Three Levels Aligning To The Voice Of The Customer At Three Levels Presentation Transcript

  • April 24, 2002 Prepared for: ISPI 2002 Conference Dallas, Texas Prepared by: Guy W. Wallace ISPI 2002 Conference Aligning to the Voice of the Customer at Three Levels P-1036
  • Session Open Aligning to the Voice of the Customer at Three Levels
  • Session Performance Context
    • . . . and your ISD/HPT System’s purpose, size, organization, complexity, and culture . . .
    B3 Depending on your enterprise’s purpose, size, organization, complexity, and culture . . .
      • very difficult - if you are larger and your focus is broader
        • Your situation is more complex
    • . . . getting aligned to the Voice of the Customer (VOC) can be
      • relatively easy - if you are smaller or your focus is narrower
        • Your situation is less complex
  • Session Objectives
      • Identify the impacts of poor alignment at each level
      • Assess your organization’s alignment to the three critical “voices”
      • Identify strategies and tactics for improving your alignment
      • Use the model as a jump-starter for assessing your own organization’s alignment to the “voices of your customers” after the session
    B4
    • At the conclusion of this session, you will be able to
      • Describe the three levels of Voice of the Customer for alignment purposes
  • Session Agenda
      • Session Open
      • Quick Orientation to the Model
      • Level 1: Enterprise–Governance and Assessment Exercise
      • Level 2: Functional–Advisory and Assessment Exercise
      • Level 3: Process–Project and Assessment Exercise
      • Last Exercise: Assessing Your Overall Alignment Issues and Targeting Areas to Improve
      • Session Summary & Close
  • Session Presenter Intro Guy W. Wallace
    • Guy W. Wallace
    • Guy W. Wallace has been in the T&D field since 1979 and an ISD consultant since 1982. His clients over the years have included 27 of the Fortune 500, plus NASA, BP, Novacor, and Siemens.
    • He has analyzed and designed/ developed training and development for almost every type of business function and process.
    • He is the author of three books, more than 20 articles, and has presented more than 40 times at international conferences and local chapters of ISPI, ASTD, and at IEEE and Lakewood Conferences.
    • He has served on the ISPI Board of Directors as the Treasurer (1999–2001) and will become the president-elect of ISPI in April 2002.
  • Audience Survey
    • What is the number of ISD/HPT staff in your T&D function?
      • Less than 5
      • Between 5 and 10
      • Between 10 and 50
      • Between 50 and 100
      • More than 100
    • How many distinct customer segments does your ISD/HPT function serve?
      • Only 1
      • Between 2 and 5
      • Between 5 and 10
      • Between 10 and 20
      • More than 20
    • What, in your ISD/HPT function, is your role ?
      • Leadership or Management/Supervisory or Individual Contributor
    B2
    • What is your function’s role ?
      • HPT and/or ISD
  • Quick Orientation to the Model
    • Alignment at three Levels of “Voice of the Customer”
    • Level 1: Enterprise – Governance
    • Level 2: Functional – Advisory
    • Level 3: Process Performance/Performer – Project
    • These can each be approached both formally and informally.
    • We are presenting a “ formal ” approach; which can be made “ informal ” if that is appropriate to your situational context .
  • Quick Orientation to the Model ( continued)
    • VOC Alignment Levels
    • Level 1: Enterprise–Governance
    • Level 2: Functional–Advisory
    • Level 3: Process Performance/ Performer–Project
    B3 Governance Board Senior Executives PERMANENT GOVERNANCE AND ADVISORY Enterprise Level 1 ABC Advisory Council DEF Advisory Council GHI Advisory Council XYZ Advisory Council Training Council(s) T&D Representatives Functional Level 2 Project Steering Team Project Steering Team Analysis Team Design Team Etc. TEMPORARY SUPPORT (AS REQUIRED) Process Level 3
  • Level 1: Enterprise–Governance
    • Aligning with the Enterprise voice of the customers at Level 1 means . . .
      • You are “wired” into the more critical, strategic needs of the enterprise, and your contribution and results are seen as adding value
      • Your enterprise leaders are “governing” your ISD/HPT focus and providing timely and sufficient resources
        • They influence “what” and “when”, but not usually “how” to conduct the project
        • They own the “business decisions” inherent in ISD/HPT program management, planning, and project conduct
    B1
  • Level 1: Enterprise–Governance (continued)
    • How to align
    • Informally . . . when your situation is less complex
      • Enterprise leaders can be interviewed in their offices or at lunch/dinners, and the business issues and needs solicited and feedback gathered on prior effort
    B1
    • Formally . . . when your situation is more complex
      • A “Board of Governors” can be formed to formally meet to set strategic direction, review functional needs, allocate resources, and review results
        • Or you can get on the agenda of any routine meetings of the enterprise executives for their input, decision-making, and results review
  • Level 1: Enterprise–Governance (continued) Level 1 alignment could look like this in a formal mode B1 ABC Advisory Council DEF Advisory Council GHI Advisory Council XYZ Advisory Council Training Council(s) T&D Representatives Functional Level 2 Governance Board Senior Executives PERMANENT GOVERNANCE AND ADVISORY Enterprise Level 1
  • The Costs and Signals of Misalignment at Level 1
    • Costs
      • Poor ROI and EVA ® resulting in general dissatisfaction of enterprise executives with ISD/HPT efforts
      • Projects are not targeted at Critical Business Issues
      • Budget cuts and staff reductions when the enterprise economics are problematic
      • EVA = Economic Value Add
    • Signals
      • People and money resources are often cut for ISD/HPT projects
      • ISD/HPT project “priorities” are constantly changing
      • Leadership wonders out loud “what they are getting” for all of the resources consumed in ISD/HPT efforts
    * EVA is a registered trademark of Stern Stewart & Company)
  • Exercise 1 Self Assessment: Level 1 Alignment
    • Review the Session Assessment Worksheet – Pages 2-3 “Top Row”
    • Take 2 minutes and quickly interview a neighbor and assess the alignment of their ISD/HPT System with their customers at Level 1 . . . and then spend 2 minutes discussing your situation
    • Prepare to “read out” what you’ve learned about the other person’s situation and their alignment/misalignment status
  • Level 2: Functional–Advisory
    • Aligning with the Functional voice of the customers at Level 2 means. . .
      • You are “wired” into the more critical, strategic needs of the functions (or business units/customer segments) within your scope, and your contribution and results are seen as adding value
      • Your functional leaders are “prioritizing” your ISD/HPT efforts and providing timely and sufficient oversight and support
        • They influence “what” and “when”, but not usually “how” to conduct the project
        • They own the “business decisions” inherent in ISD/HPT planning and project conduct
    B1
  • Level 2: Functional–Advisory (continued)
    • How to align
    • Informally . . . when your situation is less complex
      • Functional leaders can be interviewed and their needs solicited in one-on-one meetings, lunches/dinners, etc.
    B1
    • Formally . . . when your situation is more complex
      • A set of Advisory Councils can be formed to set priorities for functional needs, request resources, staff project team teams, and review results
        • Or you can get on the agenda of any routine meetings of the functional/business unit directors and managers
  • Level 2: Functional–Advisory (continued)
    • Level 2 alignment could look like this in a formal mode
    ABC Advisory Council DEF Advisory Council GHI Advisory Council XYZ Advisory Council Training Council(s) T&D Representatives PERMANENT GOVERNANCE AND ADVISORY Functional Level 2 B2 Project Steering Team Project Steering Team Analysis Team Design Team Etc. TEMPORARY SUPPORT (AS REQUIRED) Process Level 3 Governance Board Senior Executives Enterprise Level 1
  • The Costs and Signals of Misalignment at Level 2
    • Our Model:
    • Costs
      • ISD/HPT resources targeted at nonstrategic/low-impact needs within the function
      • Projects are dropped mid-stream for other priorities
      • General dissatisfaction of functional management with ISD/HPT efforts and the resulting ROI and EVA
    • Signals
      • Projects don’t have the support or sponsorship necessary to get appropriate resources for the project
      • The ROI and business case/reason for conducting the project is murky
      • Project target audiences and their management wonders out loud
        • “ What they are getting” for all of the resources being consumed
        • Who asked for this
  • Exercise 2 Self Assessment: Level 2 Alignment
    • Review the Session Assessment Worksheet – Pages 2-3, “Middle Row”
      • Take 2 minutes and quickly interview a neighbor and assess the alignment of their ISD/HPT System with their customers at Level 2 . . .and then spend 2 minutes discussing your situation
      • Prepare to “read out” what you’ve learned about the other person’s situation and their alignment/misalignment status
  • Level 3: Process/Performer–Project
    • Aligning with the Process/Performer Voice of the Customer at Level 3 means . . .
      • You are focused on the “process performance-based” awareness, knowledge, and/or skill needs of target audiences, as well as other human and environmental variables, and your contribution and results are seen as adding value by the users of your products/services
    B1
      • Master performers and subject matter experts (SMEs) are contributing to your analysis, design, development, and pilot-test efforts, and are thus “governing” your ISD/HPT content and providing timely and sufficient resources
        • They greatly influence the “what” of content; but not usually “how” to conduct the project
  • Level 3: Process/Performer–Project (continued)
    • Aligning with the Process/Performers at Level 3 . . .
    • Informally . . . when your situation is less complex
      • Leaders and managers, as well as master performers and subject matter experts, are recruited and interviewed for analysis, design, development, and pilot-testing needs on an as-needed basis
    B1
    • Formally . . . when your situation is more complex
      • Project Teams can be handpicked by the Functional Advisory Councils for project efforts committed to deliverables and schedules, and formally organized into teams, such as
        • Project Steering Team
        • Analysis Team and Analysis Review Team
        • Design Team and Design Review Team
        • Development Team
        • Pilot-Test Team
  • Level 3: Process/Performer–Project (continued)
    • Level 3 alignment could look like this in a formal mode
    Project Steering Team Project Steering Team Analysis Team Design Team Etc. TEMPORARY SUPPORT (AS REQUIRED) Process Level 3 B1 ABC Advisory Council Functional Level 2
  • The Costs and Signals of Misalignment at Level 3
    • Our Model:
    • Costs
      • Lack of field and staff support in project efforts
      • Rework and repilot-testing time and budget for ISD/HPT deliverables due to them being inaccurate, incomplete, or inappropriate
      • Loss of credibility as ISD/HPT professionals
    • Signals
      • There is a lack of customer involvement/support from credible master performers and subject matter experts in project analysis, design, development, and pilot-testing efforts
      • Post-deployment evaluations suggest that the design and content isn’t feasible, accurate, or complete
  • Exercise 3 Self Assessment: Level 3 Alignment
    • Review the Session Assessment Worksheet – Pages 2-3, “Bottom Row”
      • Take 2 minutes and quickly interview a neighbor and assess the alignment of their ISD/HPT System with their customers at Level 3 . . . and then spend 2 minutes discussing your situation
      • Prepare to “read out” what you’ve learned about the other person’s situation and their alignment/misalignment status
  • Targeting Your Own Improvements
    • Based on your previous assessments of the alignment of your T&D system with your customers at three levels, where do you think you should spend your initial energies at improving any of your current or future misalignments . . . and why?
    • Please comment on
      • “ What you think you could/should do” for better alignment at what level? How will you go about it given your situation?
  • Session Summary Aligning to the Voice of the Customer at Three Levels
  • Session Objectives Review
    • At the conclusion of this session, you should now be able to
    •  
      • Describe the three levels of Voice of the Customer for alignment purposes
      • Identify the impacts of poor alignment at each level
      •  
      • Assess your organization’s alignment to the three critical “voices”
      • Identify strategies and tactics for improving your alignment
      • Use the model as a jump-starter for assessing your own organization’s alignment to the “voices of your customers” after the session
      •  
  • Session Close
    • Please Complete
    • ISPI’s
    • Session Evaluation
    • Thank You
    • And good luck back on the job!
  • Additional References/Resources
    • Additional readings and an assessment tool are available on the EPPIC Web site
      • Managing Risk in the Team Environment
      • Performance Modeling for lean -ISD SM
      • lean -ISD via the PACT Processes for T&D
      • lean -ISD White Paper
      • Targeting EPPI – Enterprise Process Performance Improvement SM
    • www.eppic.biz
  • Facilitator Contact Information
    • Updated Contact Info:
    • Guy W. Wallace
    • Web: www.eppic.biz
    • Mobile: 704- 746- 5126