AlEx - Your Line of Sight to Success

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WhyChange fails, Why Aligning people is crucial to successful change, AlEX - Aligning Expectations Process, Samples of Strategic Components, Tracking alignment, Improved Alignment Data.

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  • At the start Overall Distraction (Misalignment) was about 85%After three months of alignment work we were to this point
  • Four additional months of work brought us here.
  • Focus on the Project Finances ComponentDanger is that the Architects may not respect the tension that exists and may unintentionally come across as not caring
  • Our experience with a large construction company…OAC – Owner-Architect-Contractor meetingsRFI – Requests for informationCO – Change OrderNote the very small numbers of expectations related to these three issues and yet the Core Team placed a high value on these activitiesThese were key issues in project delay and cost overrun
  • Talk about fast cycle time versus monolithic approach RORI – Return on Resources Invested
  • AlEx - Your Line of Sight to Success

    1. 1. AlEx™<br />The Line of Sight to Success<br />Welcome<br />Copyright PDS Group 2009 All Rights Reserved<br />
    2. 2. Why do so many initiatives fail?<br />60%+ of change initiatives fail in North America<br />70%+ of leaders expectations arenot understood by their people about a major change – particularly when down-sizing<br />72% of people hired are terminated within 2 yrs due to lack of alignment<br />In the last 12 years, 2 in 3 failure rate <br />has not changed – <br />From Kotter (1996) to McKinsey (2009)<br />
    3. 3. To Err is Human…..10yrs on<br />INQRI observed (12/09): <br />Ten years later, medical errors are still a widespread problem in the American health system.  More than 1.5 m Americans are sickened, injured, or killed by medication errors each year.  1.7m Americans battle illnesses due to hospital acquired infections, 99,000 of whom die.<br />The information from INQRI shows that medical error morbidity and mortality is on the rise, not on the decline, despite the attention paid to this vexing issue  <br />Copyright PDS Group 2009 All Rights Reserved<br />
    4. 4. How can these quality issues be addressed?<br />Are there best practices that are easily transferable from setting to setting?  <br />What taking concrete steps to improve quality by aligning integrated delivery systems?<br />What role can an alignment process play in overcoming cultural inertia?<br />Copyright PDS Group 2009 All Rights Reserved<br />
    5. 5. Non-Financial Factors<br />Valued Most By Investors<br />Only 1 in 10 can consistently achieve their Strategy’s full potential <br />Factors<br />&lt;10%<br />Strategy Execution<br />&gt;90%<br />Management Credibility<br />Quality of Strategy<br />Innovativeness<br />Companies Not Delivering Consistently on Strategy<br />Attract Talented People<br />Implementation Challenge<br />Strategy Execution<br />Poor Strategy Execution - Impact<br />95% of employees don’t understand company strategy<br />50% of average employee’s time spent on non-productive work<br />50% more likely to have turnover<br />Sources: “The Balanced Scorecard” David P. Norton; Arthur Andersen estimate: Corporate Strategy Board research;<br />Measures That Matter,” Ernst & Young, LLP, Gates, Stephen, Aligning Strategic Performance Measures and Results<br />
    6. 6. Increased sales <br /> 10%-15% in 30 weeks<br />Owner<br />Increased <br />Customer Sat.<br />Ratings<br />(4th – 1st)<br />Sales <br />Gross Revenues<br /> Up from $20m to $30m<br />Research<br />AlEx™<br />Prevented<br /> Restructuring <br />Failures<br />Closing Rate<br />Improved by 66%<br />Executive Team<br />Employees<br />Delivered Building <br />OTIF & No Legal Issues<br />Customer Relations <br />Isolated Hi<br /> Performing Teams<br />Factors<br />Marketing<br />Business Partners<br />Copyright PDS Group 2009 All Rights Reserved<br />Increase Revenue<br />14% in 6 months<br />
    7. 7. Signs of misaligned expectations<br />“That’s not what I meant…”<br />“This is not what I asked for!”<br /> “My colleagues don&apos;t seem to do what I expect...”<br />“They never tell us the whole story!”<br />“I can never do anything right!”<br />“They never send us information,<br /> we’re always sending information to them!”<br /> Sound familiar? <br />Copyright PDS Group 2009 All Rights Reserved<br />
    8. 8. Aligning Expectations is a Two Way Street – Four Blocker<br />My Expectations of You<br />What I Think You Expect of Me<br />What You Think I Expect of You<br />Your Expectations of Me<br />Copyright PDS Group 2009 All Rights Reserved<br />
    9. 9. Cliff & Tom’s Four Blocker<br />Cliff’s Expectations of Tom<br />What Cliff Thinks Tom Expects of Him<br />12<br />22<br />4 <br />13<br />What Tom Thinks Cliff Expects of Him<br />Tom’s Expectations of Cliff<br />Copyright PDS Group 2009 All Rights Reserved<br />
    10. 10. Four Blocker Problem<br />Copyright PDS Group 2009 All Rights Reserved<br />2 People<br />4 People<br />8 People<br />20 People<br />
    11. 11. Unresolved<br />Issues<br />PerformanceCriteria<br />Discards<br />New & Matched Expectations<br />Aligning Expectations Process (ALEX™)<br />My Expectations of Others(MEOs)<br />What Others’ Think I Expect Them(OEMs)<br />AlignmentDiscussions<br />Copyright PDS Group 2009 All Rights Reserved<br />
    12. 12. AlEx™ - The Alignment Process<br />2<br />4<br />1<br />3<br />Introduce<br />Components & Process<br />DevelopStrategic <br />Components<br />Select <br />Key Players &/or Focus Groups<br />Mission & Strategy<br />Coach Participants &Collect Their Expectations<br />6<br />Key Component Prioritization& Implications <br />Use CrossHairs Reports todevelop problem definitions<br />AlEx<br />5<br />7<br />9<br />8<br />Alignment Process<br />Brief, Train, Coach Rapid Improvement Cycles<br />(Based on Tracking TBDs, Discards, Complete & Unresolved Expectations)<br />Integration &Transfer<br />Capability<br />Knowledge<br />Skills<br />Capacity<br />Develop Metrics &<br /> Rewards per<br />Component<br />Copyright PDS Group 2009 All Rights Reserved<br />
    13. 13. Project Sizes<br />Royal Bank of Canada <br />IMS Health (Canada)<br />Qwest Telecoms<br />Genzink Steel<br />Turner Construction<br />20 participants/6 weeks<br />25 participants/10 weeks – Phase 1<br />12 participants/8 weeks – Phase 1<br />6 participants/14 weeks<br />12p/8w;86p/1yr; 100+/Ongoing<br />Copyright PDS Group 2009 All Rights Reserved<br />
    14. 14. Health Care Quality<br />Copyright PDS Group 2009 All Rights Reserved<br />Patient-Centered Care<br />Teamwork & Collaboration<br />Evidence-Based Practice<br />Quality Improvement<br />Safety<br />Informatics<br />
    15. 15. Key Components Example<br />Competency Development<br />Leadership<br />Business Development<br />Performance<br /> Assessment<br />Management<br />Team Working<br />Delegating<br />Risk Management & Planning<br />Value Delivery<br />Copyright PDS Group 2009 All Rights Reserved<br />
    16. 16. Component DefinitionRespectful Communication<br />Using all available resources to accurately and effectively relate ideas and positions to associates and colleagues. <br />Manage the tensions created by the conditions, people and conflicting objectives. <br />Respectfully listen to others’ contributions, allowing them to engage and own their contributions. <br />Respond with thoughtfulness, taking into consideration the contributions of others.<br />16<br />Copyright PDS Group 2009 All Rights Reserved<br />
    17. 17. Component DefinitionTeam Integration<br />This is the effective working between one of more team’s so that a team‘s effort adds to the impact of another teams effort. So optimizing resources and maximizing outcomes is a natural outcome. It is based on every one recognizing that &quot;we are all in this together.&quot; <br />Welcome the talents and contributions of all members into the team environment. Manage communication, decisions and actions so all are committed to agreements. - Raise the bar by consistently sharing knowledge, advising, mentoring and developing associates and colleagues.<br />17<br />Copyright PDS Group 2009 All Rights Reserved<br />
    18. 18. My Expectations of Others(MEO)<br />What I expect of another person or people during this change process includes:<br /><ul><li>What I expect you to keep doing . .
    19. 19. What I want you to start doing . . . .
    20. 20. What I want you to stop doing . . . . </li></ul>Copyright PDS Group 2009 All Rights Reserved<br />
    21. 21. Others’ Expectations of Me(OEM)<br />What I think others will expect of me during this change process includes:<br /><ul><li>What things I think others will expect me to keep doing . . . .
    22. 22. What new things I think others start doing . . . .
    23. 23. What things I think others want me to stop doing . . . . </li></ul>Copyright PDS Group 2009 All Rights Reserved<br />
    24. 24. Expectations Status after 9 mths<br />Copyright PDS Group 2009 All Rights Reserved<br />
    25. 25. General Contractor - Subs TBDs<br />Copyright PDS Group 2009 All Rights Reserved<br />
    26. 26. Turner - Subcontractors<br />Filters<br />Tension = 5 & 4<br />Group Focus = Inter<br />Acc Grp = Same<br />Expect. Type = MEO & OEM<br />Decision = TBD <br />Copyright PDS Group 2009 All Rights Reserved<br />
    27. 27. Cliff & Tom’s Four Blocker<br />Cliff’s Expectations of Tom<br />What Cliff Thinks Tom Expects of Him<br />12<br />22<br />4 <br />13<br />What Tom Thinks Cliff Expects of Him<br />Tom’s Expectations of Cliff<br />Copyright PDS Group 2009 All Rights Reserved<br />
    28. 28. Cross HairsAlignment Issues identified <br />Q1<br />Q4<br />Q3<br />Q2<br />Copyright PDS Group 2009 All Rights Reserved<br />
    29. 29. Over Channeling<br />Inside Groups<br />Managers<br />AlEx™<br />Content<br />Priorities<br />What’s your Line of Sight?<br />Between Groups<br />Direct Reports<br />Under Channeling<br />Copyright PDS Group 2009 All Rights Reserved<br />
    30. 30. Under & Over Channeling<br />Copyright PDS Group 2009 All Rights Reserved<br />
    31. 31. An Airport Project CrossHairs<br />Copyright PDS Group 2009 All Rights Reserved<br />
    32. 32. An Airport Project DRs<br />Copyright PDS Group 2009 All Rights Reserved<br />
    33. 33. Phased Competency Development - Priorities<br />Copyright PDS Group 2009 All Rights Reserved<br />
    34. 34. Expectations (MEO) vs. Assumptions (OEM)<br />Lead<br />Coach<br />Plan<br />Collaborate<br />Communicate<br />Recognize<br />Value<br />Influence<br />Manager’s<br />Expectations<br />(MEO’s)<br />Direct Reports’ Assumptions(OEM’s)<br />By permission Qwest Tel.<br />Copyright PDS Group 2009 All Rights Reserved<br />
    35. 35. Progressive DIs<br />Copyright PDS Group 2009 All Rights Reserved<br />
    36. 36. Initial Component Alignment Indices<br />Copyright PDS Group 2009 All Rights Reserved<br />
    37. 37. Current Component Alignment Indexes<br />Copyright PDS Group 2009 All Rights Reserved<br />
    38. 38. Group Component Tension Ratings<br />Copyright PDS Group 2009 All Rights Reserved<br />
    39. 39. Cross Hairs - Targeting on what counts<br />OAC’s as a percentage of total expectations – 11:2489=.44%<br />RFI’s /design issues expectations as a total percentage of total expectations 116:2489=4.6%<br />CO’s as a total percentage of total expectations 128:2489=5.1%<br />Copyright PDS Group 2009 All Rights Reserved<br />
    40. 40. Time<br />Getting Aligned – Weekly!<br />Requirements<br />ImprovingAlignment<br />Weekly<br />Alignment<br />Meetings<br />Reduce Costs& Increase Revenue<br />Traditional<br />40<br />Copyright PDS Group 2009 All Rights Reserved<br />
    41. 41. Copyright PDS Group 2009 All Rights Reserved<br />Originator<br />Promotes<br />Discussion<br />Originator<br />Coaches<br />Receiver<br />Originator &<br />Receiver <br />Decide:Agree<br />Discard<br />Unresolved<br />Real Alignment<br />Originator <br />Rates <br />Performance<br />Receiver <br />Agrees Evidence <br />
    42. 42. The Alignment Process<br />Agree<br />Evidence<br />Rate<br />Coach<br />Rate Again<br />AlEx™ Easy Entry<br />AlEx™ Cross Hairs<br />AlEx™ Priority 5<br />AlEx™ Cross Hairs<br />New Expectations<br />Hold Receivers Accountable<br />Copyright PDS Group 2009 All Rights Reserved<br />
    43. 43. Seven Alignment Challenges<br />Embedding<br />Change<br />Coaching<br />Strategically<br />Replicating <br />Success<br />Removing<br />Distractions<br />Operational<br />Excellence<br />Aligning<br />Expectations<br />Rewarding <br />Change<br />39<br />Copyright PDS Group 2009 All Rights Reserved<br />
    44. 44. Learning<br />Design <br /><ul><li>Performance Contracts Focused
    45. 45. Addresses Right Competencies
    46. 46. Measurable
    47. 47. Cascade Enabled</li></ul>CAM™<br /><ul><li>Competencies focused on $$$
    48. 48. Evidence-based
    49. 49. Track impact on bottom-line</li></ul>AlEx™<br /><ul><li> Expectations – Aligned, Clear & Focused
    50. 50. Distractions identified
    51. 51. Performance Contracts Agreed
    52. 52. Web-enabled</li></ul>Executive Coaching <br /><ul><li>Builds Competence
    53. 53. Revenue Generating & Cost Saving
    54. 54. Cascade Enabled</li></ul>Practicums™ <br /><ul><li> Real Accounts
    55. 55. Evidence-based & $$$ Tracked
    56. 56. Competencies enabled</li></li></ul><li>The Line of Sight to Success<br />AlEx™<br />Summary<br />46<br />
    57. 57. AlEx™ - The Alignment Process<br />2<br />4<br />1<br />3<br />Introduce<br />Components & Process<br />DevelopStrategic <br />Components<br />Select <br />Key Players &/or Focus Groups<br />Mission & Strategy<br />Coach Participants &Collect Their Expectations<br />6<br />Key Component Prioritization& Implications <br />Use CrossHairs Reports todevelop problem definitions<br />AlEx<br />5<br />7<br />9<br />8<br />Alignment Process<br />Brief, Train, Coach Rapid Alignment Cycles<br />(Based on Tracking TBDs, Discards, Complete & Unresolved Expectations)<br />Integration &Transfer<br />Capability<br />Knowledge<br />Skills<br />Capacity<br />Develop Metrics &<br /> Rewards per<br />Component<br />Copyright PDS Group 2009 All Rights Reserved<br />
    58. 58. AlEx™ - Integration & Transfer<br />1<br />2<br />3<br />4<br />Capability<br />Data Coordinator<br />Collect<br />Distribute<br />Monitor<br />Knowledge<br />Data <br />Analysis<br />Review<br />Trend<br />Report<br />Skills<br />Data <br />Administration<br />Input<br />Edit<br />Customize<br />Capacity<br />Data <br />Management<br />Secure<br />Set Up<br />Reorganize<br />PDS Data Management<br />Client Data Management<br />AlEx<br />PDS Database Administration<br />Set Up Database<br />Organization Directory<br />Key Components<br />Engagement Details<br />Define Relationships<br />Participant Directory<br />Processes and Groups<br />Custom Relationship Reports<br />Create Cross Hairs Custom Reports<br />Group and Process Lists<br />Distraction Indices<br />Tension Ratings<br />Create Cross Hairs Standard Reports Master List<br />Engagement Summary<br />Channel Analyses<br />49<br />Copyright PDS Group 2009 All Rights Reserved<br />
    59. 59. Copyright PDS Group 2009 All Rights Reserved<br />Increased sales by<br /> 10%-15% in 30 weeks<br />Increased <br />Customer Sat. Ratings<br />(4th – 1st)<br />Gross Revenues<br /> Up from $20m to $30m<br />AlEx™<br />Prevented<br /> Restructuring <br />Failures<br />Closing Rate<br />Improved by 66%<br />Isolated Hi<br /> Performing Teams<br />Factors<br />Delivered Building <br />OTIF & No Legal Issues<br />Increase Revenue<br />14% in 6 months<br />
    60. 60. AlEx™<br />The Line of Sight to Success<br />Thank you<br />Copyright PDS Group 2009 All Rights Reserved<br />
    61. 61. Keep, Start & Stop<br />In all planned change the minimum number of alignment components needed:<br /><ul><li> What do people need to keep doing
    62. 62. What do they need to start doing
    63. 63. What they must stop doing</li>

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