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GOT DISTRACTIONS?
Our model to keep you focused on what’s really
important so you can get sh*t done.
We believe that all organizations hold great potential that
can be realized through their performance.
But only if they don’t have so many
distractions holding them back.
We believe that all organizations hold great potential...
Potential – Distraction = Performance
It’s that simple.
We’veseen timeand again that when organizations
remove distractions and interferences in the key areas of
Planning, People...
When an organization is confident in their Planning,
People, Processes, they have the ability to grow, innovate
and prospe...
THE DELTA P4
Our Model for Removing Distractions
It is a comprehensive methodology for
improving performance by balancing Planning,
Peopleand Processes.
Visually, it consists of four triangles.
The central triangle represents Performance in an organization.
Surrounding this are three additional triangles – Planning, Peopleand
Processes. Each one of these elements contributes to...
Surrounding this are three additional triangles – Planning, Peopleand
Processes. Each one of these elements contributes to...
1. Planning
Before an organization can evolve it must understand what it
wants to be in the future, its possibilities and ...
Until this area is clear and free of distractions, it is
difficult to move forward.
PLANNING
It is important to have a clear plan that sets the
direction for your organization.This plan is
achieved through vision, s...
Only with clear objectives for your future direction
can people be committed to working towards them
and processes be deve...
The three stages of Planning:
PLANNING
The three stages of Planning:
Vision
Planning what the future looks
like, how it develops in the future
and what could be ...
The three stages of Planning:
Vision
Planning what the future looks
like, how it develops in the future
and what could be ...
The three stages of Planning:
Vision
Planning what the future looks
like, how it develops in the future
and what could be ...
Without a vision and strategy firmly in place and
actions to move it forward, there will be no focus on
what is really imp...
2. People
It takes peopleto carry the charge for your organization;
individuals who are fully prepared to be both responsi...
It is vital that the peoplein your organization befully
engaged.This means not only engagedwith the
mission, goals and dir...
When we remove distractions in the People area
of organizations, we are generally looking at
sustainable employeeengagemen...
Sustainable employee engagement focuses on three factors:
PEOPLE
Sustainable employee engagement focuses on three factors:
Traditional Engagement
Employees understand and
believe in organ...
Sustainable employee engagement focuses on three factors:
Traditional Engagement
Employees understand and
believe in organ...
Sustainable employee engagement focuses on three factors:
Traditional Engagement
Employees understand and
believe in organ...
When the right peopleare in the right positions and have the right tools,
support and environment to work in, performance ...
3. Processes
The right processes must be in place to help the peoplein your
organization deliver on the plan.
PROCESSES
You can develop endless processes, but if they
are not easily understood and repeatable by the
people in charge of carryin...
Not having the right processes in place can
cause frustration and confusion in
organizations. Processes must be developedt...
These processes need to be balanced between the
goals and objectivesthat have been established.
Focusing only on one objec...
The three key areas to streamlining processes:
PROCESSES
The three key areas to streamlining processes:
Alignment
The processes that are developed
must align with your organizatio...
The three key areas to streamlining processes:
Alignment
The processes that are developed
must align with your organizatio...
The three key areas to streamlining processes:
Alignment
The processes that are developed
must align with your organizatio...
True performance requires all three elements – People,
Planning and Performance – to work
Look at it this way, you can have a great plan, but without the
right peopleand processes in place to executeit, it means
You can have streamlined and efficient processes,
but if they don’t align with the plan, they are, at
best, little help, a...
And peoplewithout a plan to follow or the right
processes to utilize are never going to reach their
peak performance, no m...
And the backbone of this whole setup is data. Only
by having the right information connected to
specific business requirem...
We believeall organizations should be able to
measure their performance and decisions
should always be backed by evidence.
Not only is it desirable to run an organization based on
solid information, but it is the only way to reach your true
pote...
Not only is it desirable to run an organization based on
solid information, but it is the only way to reach your true
pote...
Data isn’t just for IT people.
It’s for everyone.
Peopleand organizations are far more successful when they have
the right...
When these four triangles are combined, a fifth triangle
emerges,embracing all of them.This triangle embodies
the organiza...
Management
Client
Traditionally, the organizational structure places
management at the top making decisions that
filter do...
However, through the Delta P4 Model of
integrating the four elements, the
organizational structure becomes inverted,
placi...
Senior leadership must then create a plan to meet
these needs, ensure their people are engaged with the
plan and responsiv...
Along this route they must make sure that the
right data is being collected to measure the key
performance indicators so a...
In the end,everything comes full circle. By
setting forth to change performance, your
organization focuses on improving it...
And the entire model scales. Not only is it true at
an organizational level, but at a departmental
one and down to individ...
Contact us today to see how we can use this model to remove
your distractions and help you focus on what really matters.
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Got Distractions?

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Got Distractions?

  1. 1. GOT DISTRACTIONS? Our model to keep you focused on what’s really important so you can get sh*t done.
  2. 2. We believe that all organizations hold great potential that can be realized through their performance.
  3. 3. But only if they don’t have so many distractions holding them back. We believe that all organizations hold great potential that can be realized through their performance.
  4. 4. Potential – Distraction = Performance It’s that simple.
  5. 5. We’veseen timeand again that when organizations remove distractions and interferences in the key areas of Planning, Peopleand Processes they are primed for success because they have the clarity to focus on what really matters.
  6. 6. When an organization is confident in their Planning, People, Processes, they have the ability to grow, innovate and prosper.
  7. 7. THE DELTA P4 Our Model for Removing Distractions
  8. 8. It is a comprehensive methodology for improving performance by balancing Planning, Peopleand Processes.
  9. 9. Visually, it consists of four triangles.
  10. 10. The central triangle represents Performance in an organization.
  11. 11. Surrounding this are three additional triangles – Planning, Peopleand Processes. Each one of these elements contributes to the changes in an organization’s performance.
  12. 12. Surrounding this are three additional triangles – Planning, Peopleand Processes. Each one of these elements contributes to the changes in an organization’s performance. Thetriangle isa Greeksign‘Delta’, meaning “achange in.”ThroughtheinclusionofPlanning, PeopleandProcesses,thereisachange in thePerformance oftheorganization.
  13. 13. 1. Planning Before an organization can evolve it must understand what it wants to be in the future, its possibilities and how to get there. PLANNING
  14. 14. Until this area is clear and free of distractions, it is difficult to move forward. PLANNING
  15. 15. It is important to have a clear plan that sets the direction for your organization.This plan is achieved through vision, strategy and actions. PLANNING
  16. 16. Only with clear objectives for your future direction can people be committed to working towards them and processes be developedto drive you to new performance. PLANNING
  17. 17. The three stages of Planning: PLANNING
  18. 18. The three stages of Planning: Vision Planning what the future looks like, how it develops in the future and what could be stoppingyou from achieving thatvision. PLANNING
  19. 19. The three stages of Planning: Vision Planning what the future looks like, how it develops in the future and what could be stoppingyou from achieving thatvision. Strategy Once the vision hasbeen established, the work of developing the strategybegins. The purpose of the strategy is to begin mapping outthe“how’s”of reaching the vision and identifying how to proceed with the least amount of distractions and interferences. PLANNING
  20. 20. The three stages of Planning: Vision Planning what the future looks like, how it develops in the future and what could be stoppingyou from achieving thatvision. Strategy Once the vision hasbeen established, the work of developing the strategybegins. The purpose of the strategy is to begin mapping outthe“how’s”of reaching the vision and identifying how to proceed with the least amount of distractions and interferences. Action The final task of the planning stage is determining the actions that are required to make the vision and strategy a reality. These actions must be more than just notes on a page, they must be actions that can be assigned, and where teams and people can be held accountable. PLANNING
  21. 21. Without a vision and strategy firmly in place and actions to move it forward, there will be no focus on what is really important. PLANNING
  22. 22. 2. People It takes peopleto carry the charge for your organization; individuals who are fully prepared to be both responsive and responsible to meetingthe needs of your clients and organization. PEOPLE
  23. 23. It is vital that the peoplein your organization befully engaged.This means not only engagedwith the mission, goals and direction,but also enabled with the proper tools, resources, skills, knowledge and training, and energizedthrough a healthy corporate culture, team environment and personal development. PEOPLE
  24. 24. When we remove distractions in the People area of organizations, we are generally looking at sustainable employeeengagement, implementingsolutions that create the right working environments and cultures so that employees have the confidence to do their jobs to the best of their abilities and organizations have the direction and clarity they need to succeed. PEOPLE
  25. 25. Sustainable employee engagement focuses on three factors: PEOPLE
  26. 26. Sustainable employee engagement focuses on three factors: Traditional Engagement Employees understand and believe in organizational goals andobjectives.They have an emotional connection (often pride) with the organizationand are willing to give extra effort. PEOPLE
  27. 27. Sustainable employee engagement focuses on three factors: Traditional Engagement Employees understand and believe in organizational goals andobjectives.They have an emotional connection (often pride) with the organizationand are willing to give extra effort. Enablement Employees skills are matched to their tasks, and their abilities are used optimally. As well, they have access to the resources they need to do their jobs – information,technology,tools and equipment, training and financial support. PEOPLE
  28. 28. Sustainable employee engagement focuses on three factors: Traditional Engagement Employees understand and believe in organizational goals andobjectives.They have an emotional connection (often pride) with the organizationand are willing to give extra effort. Enablement Employees skills are matched to their tasks, and their abilities are used optimally. As well, they have access to the resources they need to do their jobs – information,technology,tools and equipment, training and financial support. Energy The organization creates an environment that focuses on the physical, emotional and social well-being of employees where they feel cared about as individuals. PEOPLE
  29. 29. When the right peopleare in the right positions and have the right tools, support and environment to work in, performance is easy to achieve. PEOPLE
  30. 30. 3. Processes The right processes must be in place to help the peoplein your organization deliver on the plan. PROCESSES
  31. 31. You can develop endless processes, but if they are not easily understood and repeatable by the people in charge of carrying them out, they will be ineffective and reduce productivity.They must be efficient, but more importantly, they must be the right processes for the people who need to use them. PROCESSES
  32. 32. Not having the right processes in place can cause frustration and confusion in organizations. Processes must be developedto support the objectives and goals identifiedin the Planning stage. PROCESSES
  33. 33. These processes need to be balanced between the goals and objectivesthat have been established. Focusing only on one objective may result in the processes actually undermining the organization’s performance. PROCESSES
  34. 34. The three key areas to streamlining processes: PROCESSES
  35. 35. The three key areas to streamlining processes: Alignment The processes that are developed must align with your organization’s goals and objectives.They must also be aligned with the strategies that were laid out in the Planning stage. Only when alignment is in place can the processescontribute to the organization’s developmentand performance. Often processesneed to bere-designedto meetthe evolvingneedsof an organization or newobjectives. PROCESSES
  36. 36. The three key areas to streamlining processes: Alignment The processes that are developed must align with your organization’s goals and objectives.They must also be aligned with the strategies that were laid out in the Planning stage. Only when alignment is in place can the processescontribute to the organization’s developmentand performance. Often processesneed to bere-designedto meetthe evolvingneedsof an organization or newobjectives. Efficiency There’s nothing more distracting and harmful to productivity than a process that is inefficient. Processes must produce the desired result in the most efficient manner. At the sametime, the process must maintain the quality of the result. PROCESSES
  37. 37. The three key areas to streamlining processes: Alignment The processes that are developed must align with your organization’s goals and objectives.They must also be aligned with the strategies that were laid out in the Planning stage. Only when alignment is in place can the processescontribute to the organization’s developmentand performance. Often processesneed to bere-designedto meetthe evolvingneedsof an organization or newobjectives. Efficiency There’s nothing more distracting and harmful to productivity than a process that is inefficient. Processes must produce the desired result in the most efficient manner. At the sametime, the process must maintain the quality of the result. Usability Processes must be stable. If processes are in a state of flux, efficiency cannot bemaintained. Processes mustberefinedand developedso that they are repeatable.Ensuring that your processesare measurable and regularlycollecting data on them will helpyou ensure that they are usableand willhelpyou achieve your vision.Theprocessesmust be adoptable by the peoplethat needto performthem. Ifa process requires a certain skilllevel,it must bedesigned at a levelthat allowsthe workforceto be trained to performit. Peoplemust understand not only how to perform the processes, but also understand how it is vital to the organization’s objectivesand goals. PROCESSES
  38. 38. True performance requires all three elements – People, Planning and Performance – to work
  39. 39. Look at it this way, you can have a great plan, but without the right peopleand processes in place to executeit, it means
  40. 40. You can have streamlined and efficient processes, but if they don’t align with the plan, they are, at best, little help, and, at worst, a distraction from more important work. Or if the peoplewho need to use them aren’t trained in the right skills; or the processes weren’t designedto fit in with their work in a seamless way, they won’t use them.
  41. 41. And peoplewithout a plan to follow or the right processes to utilize are never going to reach their peak performance, no matter how confident, competent and motivated they are.
  42. 42. And the backbone of this whole setup is data. Only by having the right information connected to specific business requirements can you implement the changes in these areas that you can be confident will improve performance.Weaved throughout Planning, Peopleand Processes data plays an integral role, from using it to make evidence-based decisions in the planning phase, to making sure your peoplehave the right information to do their work, to creating metrics in order to refine processes and make them more efficient and useable. Data is everywhere.
  43. 43. We believeall organizations should be able to measure their performance and decisions should always be backed by evidence.
  44. 44. Not only is it desirable to run an organization based on solid information, but it is the only way to reach your true potential.
  45. 45. Not only is it desirable to run an organization based on solid information, but it is the only way to reach your true potential. Poor data, confusing data or not enough datais a huge distraction for organizations. Just as frustrating is havingdata, but not knowing how to connect it to business requirements to move forward.
  46. 46. Data isn’t just for IT people. It’s for everyone. Peopleand organizations are far more successful when they have the right tools in their hands and know how to use them versus merely using intuition or watching what the next guy is doing. YOU NEEDTO HAVETHE RIGHT DATAAND KNOW HOWTO USE IT.
  47. 47. When these four triangles are combined, a fifth triangle emerges,embracing all of them.This triangle embodies the organization.
  48. 48. Management Client Traditionally, the organizational structure places management at the top making decisions that filter downwards and culminate in the product or service that client receives at the bottom.
  49. 49. However, through the Delta P4 Model of integrating the four elements, the organizational structure becomes inverted, placing the client on top.Thus, it is the client who communicates their needs to the frontline staff and drives the direction of the organization. Management Client
  50. 50. Senior leadership must then create a plan to meet these needs, ensure their people are engaged with the plan and responsive to meetthe needs of the client and have the right processes in place to fulfill the plan.
  51. 51. Along this route they must make sure that the right data is being collected to measure the key performance indicators so adjustments can be made if necessary. Only through evidence- based decisions will they be able to make certain that the needs of the client are being fully met and the organization is growing in the right direction.
  52. 52. In the end,everything comes full circle. By setting forth to change performance, your organization focuses on improving its three core areas, measuring your progress through data. By doing so, you change the very set-up of the organization – listening and communicating to the client more and therefore discovering what you must accomplish in order to meettheir needs. By knowing these needs you can more efficiently and effectively meet them, and therefore improve performance.
  53. 53. And the entire model scales. Not only is it true at an organizational level, but at a departmental one and down to individual projects. Every project has Planning, People and Processes associated with it. And if you ignore any of these – if you don’t remove the distractions and interferences in each area and optimizethe ability to take advantage of opportunitiesin each one – the project will never meet its maximum potential.
  54. 54. Contact us today to see how we can use this model to remove your distractions and help you focus on what really matters.

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