ALE 2014 Agile and Lean Work Climate Change. Parry
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Changing the work climate from Command and Control to Listen and Adapt. Sense and Respond. designing Lean Organizations. Lean Transformation
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ALE 2014 Agile and Lean Work Climate Change. Parry
- 3. All Trade‐Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2013 Dr Gary Fisher Organizational Psychology Research into Service and Work Climates Now Research Development Officer University of Warwick • The research explored how climate perceptions and affective reactions at the organizational, team and individual level influenced service performance via the use of Social Exchange Theory and the concomitant Rule of Reciprocity. • The data set was gathered via a large scale (127 organizations and over 3000 employees) quantitative survey and was analyzed via Confirmatory Factor Analysis and Structural Equation Modelling. • The proposed Psychological Process of the Theory to Performance Model outlined in Sense and Respond, was tested via a series of competing nested models.
- 4. Respectful Collaboration Performance Management And Measurement Innovating ideas for customers Sharing Intelligence with the team Gathering customer intelligence data Freedom and decision making Employee influence on products and services Leadership Courage V{tÄÄxÇz|Çz How well we respond to customers 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. 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. Climetrics® Landscapes (Short Version) CHARACTER OFFERINGS CUSTOMER EXPERIENCE EMPLOYEE EXPERTISE IMPROVEMENT RESPONSIBILITY MANAGEMENT FOCUS COMPETITIVE BASIS LEADERSHIP FOCUS Customer Value Enterprise ® Personalised individual, Bespoke. Unique. Flexible Offerings Customer experience is personal and unique Co-Creation of solution design Expert Broad knowledge to provide integrated solutions Front-line experiments and Learning Creativity, expertise, new products and services. Customer outcomes. Problem Solving Trusted advisor and expert Integration Business Outcomes Listen and adapt The Bus Low Variety Transactional and Processed No customer involvement in solution design Basic Improvement Boards Improvement Specialists Suggestion Schemes Employee utilisation, cost reduction, work intensification. Commodity High Volume Low Margins Economies of Scale Direct and Control
- 7. 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. Climate Science: The questions being asked. Improving M Employee influence on products and services N Employee influence on managing practices O Employee influence on other functions P Employee influence on end-to-end processes Leading I Performance management J Adaptive leadership K Responding to customer issues L Implementing ideas to better serve customers Engaging A Freedom and decision making B Customer facing activity C Customer intelligence gathering D Sharing intelligence with the team Learning E Organisational understanding F Sharing intelligence across the function G Sharing intelligence with other functions H Sharing intelligence with top/senior management Weak Standard Excellent
- 8. All Trade‐Marks and ©Copyright 2014 Owned by Lloyd Parry. All Rights Reserved. Weak Standard Excellent Autonomy Customer facing activity Intelligence gathering Sharing team intelligence Excellent Standard Weak Direct and Control Work-Climate Engaging Organisational Understanding Sharing intelligence within the function Sharing intelligence with other functions Sharing intelligence with senior managers Learning Listen and Adapt Work-Climate Transformation objective Improvement objective ? Global ICT and Applications Company B2B: Before and After Climetrics® Direct and ControlListen and Adapt
- 9. All Trade‐Marks and ©Copyright 2014 Owned by Lloyd Parry. All Rights Reserved. Weak Standard Excellent Performance Management Leadership approach Responsiveness to customer issues Implementing ideas to better serve customers Excellent Standard Weak Leading Employee influence on improving service Employee influence on work practices Employee influence on other functions Employee influence on end‐to‐end processes Improving Transformation objective Global ICT and Applications Company B2B: Before and After Climetrics® Direct and Control Work-ClimateListen and Adapt Work-Climate Direct and ControlListen and Adapt
- 15. All Trade‐Marks and ©Copyright 2014 Owned by Lloyd Parry. All Rights Reserved. Useful References Service Climate and Customer Intelligence Workers by Parry and Fisher. 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 Service Climate and Customer Intelligence Workers by Parry and Fisher Sense and Respond: The Journey to Customer Purpose by Stephen Parry, Susan Barlow, and Mike Faulkner www.lloydparry.com www.lloydparry.com/newsletter