Tqpi integrated performance mgmt model overview

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60-70% of change initiatives fall short of expectations because leaders have "institutionalized Underperformance." By creating a "Learning Organization," yours need not be among them.

Senior executives facing radical change can either:
Defer crucial decisions;
Engage (and train) external consultants, OR;
Leverage tomorrow's leaders to build the "Learning Organization" of tomorrow

Lead their organizations to achieve greater than $350 million in financial benefit
Resolve significant organizational pain points
Radically transform culture
Develop the leaders of tomorrow as together they create the future-state

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  • Background of the study 700 CRM technology implementers surveyed Reasons for “failures” were quantifiedEven though this was a study of technology failures, technology, budgets and implementers were less than 10% of the problem
  • 89% of the time the failures came down to a combination of four causes Politics = 22% Process (or lack of) = 26% Planning (lack of) = 12% People (organizational change) = 29%Let’s explore these more deeply … (next slide)
  • Tqpi integrated performance mgmt model overview

    1. 1. TQPI℠ TransformationManagementModel Overview & InnovationQuotient℠(IQ)Assessment Overview • Innovation Quadrant • Operational Excellence Quadrant • Alignment Quadrant • Engagement Quadrant Copyright(C)2012Top-QuartilePerformanceInstitute,LLC 1
    2. 2. Top-QuartilePerformance Institute℠ • TQPI℠ is a global community of transformational experts partnering to help people, organizations & each other achieve best in class • wwwTopQuartile.org 2 Copyright(C)2012Top-QuartilePerformanceInstitute,LLC
    3. 3. George Henderson has helped mid-sized to Fortune 500 clients achieve more than $350 million in financial benefit since 2002. A speaker, writer, MBA and executive coach, he has led tough business transformations including mergers, organizational and management restructurings, shared services, in-sourcing and outsourcing key functions, and business process reengineering. His replicable approach to change management links people, strategy, operations and execution, creating sustainable models for continuous improvement. Formerly a nationally recognized rugby coach, George has 25 years of international experience in consulting, business process re-engineering, Activity Based Costing, Lean Six Sigma, Balanced Scorecard and leadership in the change management environment. George graduated from Tulane University’s Executive MBA program in 1996. He completed Villanova’s Lean Six Sigma Master Black Belt certificate program in 2007 and was certified by Kaplan & Norton in the Balanced Scorecard methodology in 2009. George helps companies resolve immediate pain points in a self-funding way while developing the organizational discipline for continuous improvement. Using tools such as the Balanced Scorecard, Lean Six Sigma and Activity Based Costing he helps clients reduce costs, eliminate waste, improve customer satisfaction, and increase earnings. By using short-term wins as learning labs and allowing people to develop their own solutions, teams transfer knowledge, are self-funding and succeed where others fail. Executive Director George Henderson ghenderson@topquartile.org www.topquartile.org Lead Facilitator Copyright(C)2012Top-QuartilePerformanceInstitute,LLC 3
    4. 4. Introduction • Common Transformational Challenges • Leadership Skill, Commitment & Sponsorship • Resourcing • Realistic Expectations & Timelines • Culture • Execution • The TQPI℠ Transformation Management Methodology • Roadmap of Self-Funding wins that simultaneously achieve: • 10:1 Financial Returns • Resolve organizational Pain Points • Aligned with Strategy • Mentor tomorrows leaders while creating the future state 4 Copyright(C)2012Top-QuartilePerformanceInstitute,LLC
    5. 5. 29% Org Change 22% Politics 26% Lack CRM Ability 12% Poor Planning 4% Budget Problems 2% Software Problems 1% Bad Advice 4% Other Organizational Change 29% Company Politics / Inertia 22% Lack of Process Skill / Understanding 26% Poor Planning 12% Source: Based on a survey of 700 CRM practitioners conducted by Richard Forsyth. Published CRM-Forum, June 2001 Why Technology Projects Fail How We Institutionalize Underperformance
    6. 6. Why 89% of Failures Fail: The “Four P’s” • People – 29% Organizational Change • Process – 26% Lack of Skill / Understanding • Politics – 22% • Planning – 12% Poor Planning Copyright(C)2012Top-QuartilePerformanceInstitute,LLC
    7. 7. Definitions • A PROCESS is a sequence of value-added steps leading to a predictable outcome • A SYSTEM is a collective grouping of processes organized around a common function • TRANSFORMATION MANAGEMENT is a systemic approach to taking people and organizations to a higher state, while avoiding the pitfalls commonly associated with change • Change is a Process that should lead to a Predictable (and Positive) Outcome! 7 Copyright(C)2012Top-QuartilePerformanceInstitute,LLC
    8. 8. Copyright(C)2012Top-QuartilePerformanceInstitute,LLC 8 Engagement Alignment Operational Excellence Change Management Planning Themes & Teams TQPI℠TransformationManagementModel℠ InnovationQuadrant:StrategicIntent,CommissioningTeams,ProgramPlanning &BuildingthePlatformforChange Strategic Intent Guiding Coalition Innovation Known Solutions New Solutions New Opportunities Known Opportunities Innovation • Insights • Decision Making • Engagement • Alignment Execute & Sustain
    9. 9. What is Your IQ (InnovationQuotient℠)? • Do your behaviors align with your aspirations? • Culturally, what sort of organization are you? • Ship Adrift – Riding on past success • Intellectual Cruise Ship – “Do your job” • Merchant Marine – Operationally effective • Navigators – New Horizons • Innovation = IDEA • Insights • Decision Making • Engagement • Alignment 9 Copyright(C)2012Top-QuartilePerformanceInstitute,LLC
    10. 10. TQPIInnovationQuotient℠(IQ)Assessment 10 IDEA Attribute Ship Adrift (Score of 0 to 1 = Ship Adrift) Cruise Ship (Score of 1.01 to 2 = Cruise Ship) Merchant Marine (2.01 to 3 = Merchant Marine) Navigator (Score of 3.01 to 4 = Navigators) Score Insights Idea Gathering * People with new ideas are considered trouble-makers * Responses to a new idea might be along the lines of, "That won't work here. We are unique." or "Has your idea worked here before?" or "What has that got to do with your job?" * Not invented here * First response is to list what's wrong with it * Lots of opinions but people won't champion solutions * "Somebody should do something about that …" * Discussion is more about placing blame or trashing management than resolving problems * "We formed a committee but nothing happened …" * Study the competition for ideas * Voice of the customer / process * Working teams to find a better way * Formal and informal processes for internal ideas to get implemented * People are encouraged to identify and solve problems * Robust internal and external scanning * Robust competitive analysis * Robust customer insights efforts * R&D is well resourced * Those with new ideas are recognized and rewarded * "Innovation is part of my job …" * "How can we do this better?" Dealing with Uncertainty * Focus on what we know * Avoid uncertainty * Wait and see * "Let it burn … then respond to the crisis" * We don’t' recognize problems, just symptoms * The above comments apply at all levels, including upper management * Delegate uncertainty upwards * Documentation and training, if they exists, are not relevant, not followed and/or not enforced * Ask for guidance * Clarify at the top * We are paid to "do," not to think and if something changes, they'll let us know * When we recognize a problem we report it * Appropriate decision making authority is delegated * Get the facts and make a recommendation * There are processes for sorting it out at lower levels * Processes and policy, for the most part, are documented and people are trained … even on what to do when they are uncertain, and usually their immediate supervisor can resolve it * When we recognize a problem we try to solve it, or ask for approval of our recommendation(s) if necessary * Complex challenges create intrigue * Willing to experiment * Delegate complex challenges to the functional level * One of our competencies is thriving in a VUCA (Volatile, Uncertain, Changing & Ambiguous) environment … and we hire and staff accordingly * We generally see and resolve the problem before it is a problem Permission to Disagree * Senior team walks on eggshells with the CEO * Shoot the messenger * Rank = right * People are treated politely but there is no process to engage new thinking * Ideas get tabled or die in committee * Little or no feedback * Leaders are not appropriately accountable to subordinates for errors in judgment * Healthy disagreement is part of the process * Those who disagree are treated respectfully * Honest feedback, even though difficult, is expected and valued * Good ideas rule; hierarchy does not * Alternative thinking is treasured * Opposing ideas are viewed as opportunities for learning & exploration * Teams intentionally include those with differing viewpoints Creating Clarity from Chaos * Chaos and/or crisis management are the norm * "We'd rather fight fires than capture the arsonist" * Few working mechanisms for internal or external scanning * Reporting is largely aggregated, historical, conflicting and/or irrelevant * Excuses for poor results are acceptable * Our business model is obsolete but we don't quite know what to do about it * Assign the situation to a committee without giving appropriate executive sponsorship, deliverables or a clear scope of work * Get consultants to write a report or create binders full of process diagrams that are not accurate and that nobody uses * We spend considerable time refuting each other's facts & analysis * There is a bias for measurement, analysis and getting to root causes * There are resident experts and "go to" persons for problem resolution * Policies & procedures are in place * Training is evident * Reporting is relevant and real-time * We operate well in a VUCA (Volatile, Uncertain, Changing & Ambiguous) environment * We have systems, a model, language and culture capable of discussing and addressing the dynamics of a complex issue * We look for breakthroughs by eliminating compromise * We seek new solutions to new problems vs. old solutions to existing problems Copyright(C)2012Top-QuartilePerformanceInstitute,LLC
    11. 11. Conclusion • Common Transformational Challenges • Leadership Skill, Commitment & Sponsorship • Resourcing • Realistic Expectations & Timelines • Culture • Execution • The TQPI Transformation Management Methodology • Innovation • CEO’s Strategic Intent Summit • Eight-Weeks to Excellence: The Guiding Coalition • Creating the Executive Mandate & Master Plan • Alignment • Change Governance • Cascading the Master Plan • Developing the Roadmap of Self-Funding Improvements • Engagement • Developing Internal Consulting Capabilities • Execute the Roadmap of Self-Funding Improvements • Make Problem Solving an Operational Competency • Operational Excellence • Four Phases of Execution (Readiness, Early Wins, Expand, Anchor) • Achieve and sustain success • Deliverables • Self-Funding Wins that simultaneously achieve: • 10:1 Financial Returns • Resolve organizational Pain Points • Execute Strategy • Mentor tomorrows leaders while creating the future state 11 Copyright(C)2012Top-QuartilePerformanceInstitute,LLC

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