Business Transformation - getting ready to scale and polish!.pptx
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Scaling-up is about achieving an exponential increase in capacity and productivity without sacrificing quality. It's not a one-size-fits-all process, and you'll need to tailor your solutions to provide the polish, but the ten principles on this slide should form the basis of your strategy. Please use this link to check out my full article on LinkedIn: https://www.linkedin.com/pulse/business-transformation-getting-ready-scale-polish-jon-stephenson
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I once ran an offsite exercise where I tasked four cross-functional groups of managers to make four separate items - a horse, a jockey, a stable and a fence.
Each group was given a card with the name of the product they needed to make and some basic design requirements - the colour of the horse, the clothes for the jockey, the number of doors and windows for the stable, and the type of panels for the fence. They were also given a mixture of materials and tools to help them complete their tasks - different ones in each group.
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I said the objective of the team exercise had been to create a jockey, a horse, a stable and a fence so, as their customer, I wanted to judge how well they all went together. I could hear the pennies slowly dropping before the protests started as we discovered that the jockey was too big for the horse, the stable was too small for the horse and the fence was too high for the stable!
Individually, the items were fine, but the overall effect was disjointed - the whole was less than the sum of the parts. They hadn't considered the bigger picture or looked at it holistically from their customer's perspective. They hadn't involved me (their customer) in the contextual design of their products or sought my feedback during the task.
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Proactive planning and preparation make incidents easier to manage, but I've still gained experience and learned valuable lessons from every one of them. For example, I now know that you don't tell someone who is stuck in a lift that the engineer will be here in 20 minutes because you might panic them, if they think that's a long time! You should avoid giving timescales - simply reassure them by saying help is on the way and you'll soon have them out of there.
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- Be prepared to react to a changing situation
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- Communicate regularly to the wider team
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It takes its name from the main headings of a four-box grid - Applaud, Ask, Assert, Anticipate, and it focuses on what people want/don't want and get/don't get from a particular situation.
It can be used to structure discussions on lots of different subjects, but I like to use it to request feedback on my situational leadership:
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Ask - what would you like me to start doing?
Assert - what would you like me to stop doing?
Anticipate - what don't you want me to start doing?
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I've found that it works best if you ask your team to collectively agree the feedback, and then meet with them to review it. Each time it has prompted excellent discussions. I've used the feedback to produce a development plan for myself and, at the same time, to document the support I need from them to help me become a more effective leader.
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I've summarised the above points on a slide - I hope you find it useful. I've also included the 'A' Frame on a separate slide.
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Please use this link to check out my full article on LinkedIn:
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Client Retention - a strategy to mind the gap!.pptx
Whilst I fully accept that it's everyone's collective responsibility to optimise the customer experience and reduce attrition rates, I believe it's essential for organisations to develop a clear and robust retention strategy.
I remember being asked to devise and implement a retention strategy for a professional services business. Renewal rates had been on a downward trend for several years, so I was keen to understand why this was happening. When I sat down with the account managers, I discovered that most of their time was dedicated to contacting clients in the last six months of their contract and attempting to secure their renewal.
Unfortunately, by the time they reached out to their clients, it was usually too late - most of them had already made the decision to either stay or move on, so their efforts had no meaningful impact on the renewal rates. Additionally, there was no attempt to win back lost business or address the root cause of customer dissatisfaction.
It was very clear that there were rudimentary gaps in their approach and a radical overhaul was required, so I created a five-stage strategy covering Attention, Detection, Prevention, Retention and Redemption.
It was a major programme of work but, crucially, it had the full backing of the SLT and within twelve months we'd reversed the trend and renewal rates started to climb dramatically.
I've summarised the five stages on a slide - I hope you find it useful. I've also included a mind map showing the five stages and their linked activities.
Please use the following link to check out my full article on LinkedIn:
https://www.linkedin.com/pulse/client-retention-strategy-mind-gap-jon-stephenson
Mentorship - the butcher, the baker, the candlestick maker!.pptx
If you get the opportunity to become a mentor, through a scheme or a direct approach, I’d highly recommend it, and I'm sure your future self will thank you.
I’ve always enjoyed helping colleagues and I’d like to think I’ve played my part in their subsequent development and achievements, and developed a few skills myself along the way.
So what skills do you need to be a mentor? When I joined my first scheme, I was told that I'd need to be a coach, a counsellor and a cheerleader but based upon my experience as both a mentor and mentee, I'd say the different hats you need to wear are more akin to the characters from an old nursery rhyme - butcher, baker and candlestick maker!
Please check out my full article on LinkedIn to find out why:
https://www.linkedin.com/pulse/mentoring-schemes-say-hello-butcher-baker-maker-jon-stephenson
Stakeholder Management - just what the Doctor ordered!.pptx
I've always believed that stakeholder management is key to business transformation. If you want to be given a clean bill of health and avoid major surgery after you introduce change within your organisation, it’s essential that you manage your stakeholders effectively throughout the programme.
My prescription for good stakeholder management covers four essential areas:
- Identifying stakeholders
- Managing expectations
- Engaging appropriately
- Communicating effectively
I've captured my tips for managing these four areas on a slide - I hope you find it useful.
Please use the following link to check out my full LinkedIn article:
https://www.linkedin.com/pulse/stakeholder-management-just-what-doctor-ordered-jon-stephenson
Performance Improvement - at least we're not going backwards!.pptx
I recall a business analyst saying to me "I don't know why you want me to look at that measure again, the rate hasn't changed since the last time I reviewed it."
I explained that the lack of improvement was precisely the reason I wanted him to look at it again. I was shocked by his blasé attitude towards performance management, but I was pleased that he'd given me an idea for another article!
Standing still will usually result in your organisation moving backwards because whilst you stagnate your competitors will all be attempting to move forward. Unless you're in a rowing boat or a tug-of-war team, forward momentum is key to success. If you become complacent about your performance, you'll soon start shipping customers, and then you'll get that sinking feeling!
Please check out my full article on LinkedIn using the following link:
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Please check out my full article on LinkedIn where I discuss some instances where trust an integrity wasn't foremost in people's thoughts:
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People retention is a key issue in many sectors - so what can you do to reduce attrition rates?
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I firmly believe that many organisations fall into the trap of trying to make a boring, tough or stressful job more tolerable through extrinsic motivation. Yes, we know it's not a great job but look at the rewards & benefits package, the team spirit, the social events and the prizes (carrots) you can win! But if you're not very good at it, the carrots turn into sticks. When people leave these organisations, they often talk about missing their colleagues but very rarely their jobs.
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Instead of just compensating for the nature of the role, you should also look at ways to make the job more interesting and enjoyable - enabling people to derive intrinsic motivation from it.
Creating a role that offers intrinsic motivation is more likely to reduce attrition. It will stop most people looking in the first place and make the others think twice before moving on. If people enjoy their roles, they are less likely to wonder if the grass is greener on the other side. When people do leave, they usually talk about missing their colleagues and loving their jobs. They also tend to retain a sense of pride, loyalty and emotional attachment to the organisation.
So how do you create the right environment for intrinsic motivation?
Alfie Kohn, in his excellent book Punished by Rewards, breaks it down into collaboration, content and choice. I have distilled this further into practical tips and summarised it on a slide I hope you find it useful.
Please use this link to check out my full article on LinkedIn:
https://www.linkedin.com/post/edit/intrinsic-motivation-key-people-retention-jon-stephenson
Managing Upwards - show them who's boss!.pptx
I've had the pleasure of working for lots of great bosses and I've learnt from all of them. They've had different approaches and leadership styles, but I've discovered over time that, when it comes to managing upwards, they generally all have the same needs. These tend to fall under three main requirements - they want their teams to support, impress and respect them.
With this in mind, I thought it would be useful to summarise in a slide some of the key principles that I try to follow. I hope you find it helpful.
Please use the following link to check out my full article on LinkedIn:
https://www.linkedin.com/pulse/managing-upwards-show-them-whos-boss-jon-stephenson
Project Management - at least it was delivered on time!.pptx
In project management, there are four main levers you can choose if you're struggling to meet the target implementation date - time, cost, scope and quality.
I've captured my thoughts on a slide - I hope you find it useful.
Please use the following link to check out my pizza-inspired article on LinkedIn:
https://www.linkedin.com/pulse/project-management-least-delivered-time-jon-stephenson
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Incident Management - learn fast but don't get furious!.pptx
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Stakeholder Management - just what the Doctor ordered!.pptx
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As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
-- June 2024 is National Volunteer Month --
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选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
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- 1. 1. Adopt a purpose-led approach – embed an Agile work environment and build-in quality upfront 2. Develop cost-to-serve models – target key improvement areas and tackle the barriers to growth 3. Design a set of balanced scorecards – measuring performance against your stakeholders’ needs 4. Optimise service delivery – categorise demand, improve capability of response, eliminate waste, automate processes, and anticipate the potential impacts of new products, processes, and systems 5. Engage with your customers – involve them in product designs and empower them to self-serve 6. Build a flexible resourcing model – to cater for all your peaks and troughs 7. Establish the right structure – create a team of specialists, not generalists 8. Grow your own – promote from within, but fill any skills gaps with new hires 9. Create shared context – help your people to understand the bigger picture 10. Stimulate ideation – encourage everyone to walk the end-to-end processes Business Transformation – getting ready to scale and polish! Jon Stephenson https://uk.linkedin.com/in/stephensonjon