Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Trust Ale 2014 Krakow Parry Public

1,679 views

Published on

Sense and Respond Trust Strategy Organizational Change
Lean Agile

Published in: Self Improvement
  • Be the first to comment

Trust Ale 2014 Krakow Parry Public

  1. 1. Creating the right culture for Agile and Lean is not the real problem. All Trade‐Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. All Trade‐Marks and ©Copyright 2014 Owned by Lloyd Parry. All Rights Reserved. Stephen Parry Author of Sense and Respond Senior Partner at Lloyd Parry Stephen.parry@lloydparry.com www.lloydparry.com Linkedin Twitter @leanvoices All sources, influences, acknowledgements and reading lists can be found our blog at www.leanvoices.com For more on his #ale14 keynote, here's the talk he made reference to http://vimeo.com/98731491
  2. 2. Our journey together. • What is a ‘Work‐Climate’ and why is it important for the business? • Creating Choice, Freedom and the Power to do. • Trust only comes after you have done the hard work of becoming trustworthy. • Moving from ‘Direct‐and‐Control’ to ‘Listen‐and‐Adapt’ • Engaging, Learning, Leading and Improving. • Pretence, Reality and Cost. • Leadership at all Levels. • Asking the right questions. • Are methods more important than the underlying theory? All Trade‐Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. All Trade‐Marks and ©Copyright 2014 Owned by Lloyd Parry. All Rights Reserved. • References and Sources.
  3. 3. Purpose is your passion, Vision is the world you wish to create, Strategy is how you get there, Tactics ensure you survive the journey All Trade‐Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. All Trade‐Marks and ©Copyright 2014 Owned by Lloyd Parry. All Rights Reserved.
  4. 4. Gathering customer intelligence data Respectful Collaboration How well we respond to customers Performance Management And Measurement Innovating ideas for customers Sharing Intelligence with the team Freedom and decision making Employee influence on products and services Leadership Courage V{tÄÄxÇz|Çz Sharing Intelligence Across the function Sharing Intelligence with top/senior management Employee influence on other functions Employee influence on managing practices Employee influence on end‐to‐end processes Organisational Understanding Trustworthiness VâáàÉÅxÜ câÜÑÉáx
  5. 5. All Leaders have to be authentic. • Reciprocity is considered as a strong determining factor of human behaviour. • Even if the consequences are the same, underlying intentions can cause an action to be reciprocated differently. • Even if staff are treated well a good work climate may not necessarily result. • Employees need a work climate that fosters participation, autonomy, work improvement, end‐to‐end understanding and interdepartmental support. Service Climate and Customer Intelligence Workers. Parry and Fisher (2006) All Trade‐Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. Reciprocity All Trade‐Marks and ©Copyright 2014 Owned by Lloyd Parry. All Rights Reserved.
  6. 6. Wherever you find a loss of choice, freedom and the power to do what matters, there too you will find the need for Leadership All Trade‐Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. All Trade‐Marks and ©Copyright 2014 Owned by Lloyd Parry. All Rights Reserved.
  7. 7. Is your organisation a hindrance to employees, managers and customers? So how do we create an Performance is a matter of people having which is a matter of Adaptive, Learning, Organisation? Climate Role Design Processes, Procedures and Methods with the Performance All Trade‐Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. All Trade‐Marks and ©Copyright 2014 Owned by Lloyd Parry. All Rights Reserved. Choice Freedom Power Measures Leadership to do what matters to serve the customers purpose All Trade‐Marks and ©Copyright 2013 Owned by Lloyd Parry. All Rights Reserved.
  8. 8. You get the behaviour you design for, or fail to design for. It's your choice All Trade‐Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. All Trade‐Marks and ©Copyright 2014 Owned by Lloyd Parry. All Rights Reserved.
  9. 9. Transformation objective and expectation Adaptive, Learning and Trusting Work Climate Engaging and Base-Line Current Performance All Trade‐Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. All Trade‐Marks and ©Copyright 2014 Owned by Lloyd Parry. All Rights Reserved. Performance New performance falls short of expectations Tools and Methods for improvement understanding Learning and Sharing Leading and Decision Making Improving and Changing Work Design Measurement Behaviour Perspective
  10. 10. Does the job design allow all staff to engage with customers and users? Is everything forbidden unless permitted, All Trade‐Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. All Trade‐Marks and ©Copyright 2014 Owned by Lloyd Parry. All Rights Reserved. or Is everything permitted unless forbidden? ENGAGING ™ Work Climate Determines Performance
  11. 11. All Trade‐Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. Do staff routinely share customer and business information with senior management? Do staff routinely collaborate and problem solve with senior and mid-managers? What is the management focus? - employee utilisation, cost reduction and work intensification All Trade‐Marks and ©Copyright 2014 Owned by Lloyd Parry. All Rights Reserved. or, Creativity, customer outcomes, problem solving, learning and sharing knowledge, collaboration? LEARNING ™ Work Climate Determines Performance
  12. 12. All Trade‐Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. Do Leaders foster a no-blame climate to surface problems for teams to work on? Do leaders pay attention to efficiency-driven functional targets All Trade‐Marks and ©Copyright 2014 Owned by Lloyd Parry. All Rights Reserved. or end-to-end effectiveness at creating customer and user outcomes? Who does the Leading? A few select people or most people? Do we exchange opinions or Exchange facts supported with evidence? LEADING ™ Work Climate Determines Performance
  13. 13. Good leaders at all levels reserve the right to be wrong and change their minds in the light of new evidence. That's strength not a weakness. All Trade‐Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. All Trade‐Marks and ©Copyright 2014 Owned by Lloyd Parry. All Rights Reserved.
  14. 14. Do employees influence end-to-end business processes? What influence does staff have to improve the measurement system? What influence do employees have on improving products and services? Are staff free to choose the methods they will use to improve the business? Do staff understand the underlying theories of the methods they use? Are staff encouraged to run fail safe experiments? All Trade‐Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. IMPROVING All Trade‐Marks and ©Copyright 2014 Owned by Lloyd Parry. All Rights Reserved. ™ Work Climate Determines Performance
  15. 15. Making the pretence, reality and cost visible: ‘Your baby is ugly’ With acknowledgement to Landmark Education and the Landmark Forum All Trade‐Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. All Trade‐Marks and ©Copyright 2014 Owned by Lloyd Parry. All Rights Reserved.
  16. 16. Pretence, reality and cost: but what’s the benefit? Pretence Reality Cost What we say its like What it is really like What it costs us to pretend Caring for people. Giving people opportunities. We are coping, everything is OK. We are doing a good job. We work as a team. We listen to people. Working to the numbers. Ticking the boxes. Manipulating the numbers. Back‐stabbing. Lying. Covering up. No trust. Blaming. Cheating. Play the game. All Trade‐Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2014 Lloyd Parry. All rights reserved Low self‐esteem Futility. No fulfilment. Withdrawing. No fun. Loss of honesty Loss of integrity. Loss of repeat business. Customer dissatisfaction. Little or no innovation. Cynicism. Missed opportunities. Fear of being found out. With acknowledgement to Landmark Education and the Landmark Forum
  17. 17. Questions and statements to Blame and Command You raised the problem so you should fix it. Look! If I were you I would do this. So what are you going to commit to? In my opinion… Why did you do that? Don't involve other departments. Leave that to me I will go and find out for you. I would advise you to…. Have you escalated this? Why can’t you tell me? My experience tells me…. What does your experience tell you? What is your gut feeling? Who’s fault is it? You had better get that sorted. A3 THINKING DOES NOT BLAME OR COMMAND PEOPLE All Trade‐Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2013 Training Material, All rights reserved Service Climate Management Ltd
  18. 18. Questions for grasping the situation and exploring the current conditions Why are we talking about this? What is the purpose? Why is it a problem? When did this problem occur? How long has this been going on? What did you observe? What did you make it mean? What else could it mean? What assumptions are you making? What evidence do you have? What evidence do you need? How can you find out? What outcomes are you seeking? Where would you need to go? Whom would you need to talk to? How is it affecting you? How is it affecting the customer? Who else is this affecting? How does this make you feel? All Trade‐Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2013 Training Material, All rights reserved Service Climate Management Ltd
  19. 19. What does Agile and Lean mean for the organisation, leaders, managers and • Organisation. • Leaders All Trade‐Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. staff? – Consider the measurement and governance systems – More rigorous Continuous Improvement structures – New operational performance measures – New operating model may be required – Work Design implications – Might be assigned to end‐to‐end accountabilities for particular value creating activities. – Encourage fail‐safe experimentation – Encourage more questioning from managers and staff – Create a blame‐free culture – Have patience All Trade‐Marks and ©Copyright 2014 Owned by Lloyd Parry. All Rights Reserved.
  20. 20. What does Agile and Lean mean for the organisation, leaders, managers and All Trade‐Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. staff? All Trade‐Marks and ©Copyright 2014 Owned by Lloyd Parry. All Rights Reserved. • Managers – Operational review processes – Visual Management – A3 thinking coaching – Performance review re‐focus – Promote a blame free culture. – Planning time for improvement – Encourage staff to question • Staff – A3 thinking problem solving – Question, seek evidence – Learn a number of general Lean improvement methods and role specific Lean methods – Learn more about other functions and how they operate. – Learn to trust management.
  21. 21. Methods may come and go but the principles for engaging the willing contribution, ingenuity and commitment of others is timeless. Performance is not in the methods it’s in the People All Trade‐Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2013 Training Material, All rights reserved Service Climate Management Ltd
  22. 22. Your organisation is no longer a hindrance to employees, managers and customers. Performance is a matter of people having which is a matter of Creating an Adaptive, Learning, Organisation. Climate Visualisation and Measurement Willing contribution with the Purpose and to do what matters to serve the customers purpose All Trade‐Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. All Trade‐Marks and ©Copyright 2014 Owned by Lloyd Parry. All Rights Reserved. Choice Freedom Power possibility Leadership without position All Trade‐Marks and ©Copyright 2013 Owned by Lloyd Parry. All Rights Reserved.
  23. 23. www.lloydparry.com www.lloydparry.com/newsletter Useful References Sense and Respond: The Journey to Customer Purpose by Stephen Parry, Susan Barlow, and Mike Faulkner Service Climate and Customer Intelligence Workers by Parry and Fisher. Managing to Learn by John Shook (A3 thinking Book) Adaptive Enterprise by Stephan Haeckel Fourth Generation Management by Brian Joiner. Landmark Education and the Landmark Forum www.landmarkworldwide.com The Human Side of Enterprise by Douglas McGregor Lean Solutions by James P. Womack and Daniel T. Jones Maslow on Management by Abraham H. Maslow Principles of Mass and Flow Production by Frank G. Woollard Systems Thinking: Managing Chaos and Complexity: A Platform for Designing Business Architecture by Jamshid Gharajedaghi Service Quality by Benjamin Schneider and Susan S. White For more on the topic of @LeanVoices' #ale14 keynote, here's the talk he referred to http://vimeo.com/98731491 All Trade‐Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2013
  24. 24. About Stephen Parry Stephen Parry is an international leader and strategist on the design and creation of adaptive enterprises. He has a world‐class reputation for passionate leadership and organisational transformation by changing the way employees, managers and leaders think about their business and their customers. He is the author of Sense and Respond: The Journey to Customer Purpose, a highly regarded book written as a follow‐up to his award‐winning organisational transformations. His change work was recognised when he received Best Customer Service Strategy at the National Business Awards. The judges declared his strategy had created organisational transformations which demonstrated an entire cultural change around the needs of customers and could, as a result, demonstrate significant business growth, innovation and success. Stephen believes that organisations must be designed around the needs of customers through the application of employee creativity, innovation and willing contribution. This was recognised when his approach received awards from the European Service Industry for the Best People Development Programme and a personal award for Innovation and Creativity. Stephen has since become a judge at the National Business Awards and the National Customer Experience Awards. He is also a Fellow at the Lean Systems Society. All Trade‐Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2013
  25. 25. All Trade‐Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. TM All Trade‐Marks and ©Copyright 2014 Owned by Lloyd Parry. All Rights Reserved.
  26. 26. © 2014 Service Climate Management Ltd. All rights reserved No part of this publication may be reproduced or transmitted in any form or for any purpose without the express permission of Service Climate Management Ltd. The information contained herein may be changed without prior notice. Service Climate Management ® is a registered trade mark of Service Climate Management Ltd. Customer Value Enterprise ® is a registered trade mark of Service Climate Management Ltd. Climetrics ® is a registered trade mark of Service Climate Management Ltd. The Engaging, Learning, Leadings Improvement device is a TM of Service Climate Management. CORE Demand Profile TM is a trademark of Service Climate Management Ltd. All other product and service names mentioned are the trademarks of their respective companies. Data contained in this document serves informational purposes only. The information in this document is proprietary to Service Climate Management Ltd. No part of this document may be reproduced, copied, or transmitted in any form or for any purpose without the express prior written permission of Service Climate Management Ltd. This document is a preliminary version and not subject to your license agreement or any other agreement with Service Climate Management Ltd. This document contains only intended strategies, developments, models, methods and products and is not intended to be binding upon Service Climate Management to any particular course of business, product strategy, and/or development. Please note that this document is subject to change and may be changed by Service Climate Management Ltd. at any time without notice. Service Climate Management assumes no responsibility for errors or omissions in this document. Service Climate Management Ltd. does not warrant the accuracy or completeness of the information, text, graphics, links, or other items contained within this material. This document is provided without a warranty of any kind, either express or implied, including but not limited to the implied warranties of merchantability, fitness for a particular purpose, or non‐infringement. Service Climate Management Ltd. shall have no liability for damages of any kind including without limitation direct, special, indirect, or consequential damages that may result from the use of these materials. This limitation shall not apply in cases of intent or gross negligence. The statutory liability for personal injury and defective products is not affected. Service Climate Management Ltd. has no control over the information that you may access through the use of hot links contained in these materials and does not endorse your use of third‐party Web pages nor provide any warranty whatsoever relating to third‐party Web pages.

×