Overview of implementing Design Thinking Principles via "Athena" Change Management to re-engineer your MSP Program.

1. Sameer Srivastava
sameer.srivastava@outlook.com
+91 900 8777 422

2. ▪ Using the Athena Framework for Change© and principles of Design Thinking, we can design a
robust and user friendly Process for an MSP Program.
▪ To Start with, we will firstidentify the stakeholders who are in anyway related to the process:
Hiring Managers, Suppliers, Recruiters, Candidates, HR, Procurement, Finance etc:
▪ Entities outside and within the unit of analysis who can affect,have some power, or have a degree of
influence over whether or not a business objective is achieved
▪ External (e.g. customers,regulators)or internal (staff,senior managers,board members)
▪ Each Stakeholder needs to be individually met with and then we will need to understand their
expectations from this process.
▪ We will also need to observe the different stakeholders while they are using the current
process
▪ The next stage of the design process is going to involve getting the different stakeholders in
workshops.
▪ This is where we will gatherdetails of the different expectationsthatthe stakeholders have as a
group

3. ▪ Design Thinking is particularly useful for
situations where the problem itself is
inadequately defined or the path forward is
ambiguous; however, it is not the right solution
approach to every problem
▪ The Design Thinking process often encourages
experimentation and prototyping; the process
highly respects and encourages diversity of
background and viewpoints in the work teams
▪ Design Thinking:
▪ Assists creative solutions
▪ Is good with poorly defined problems
▪ Is Customer centric and iterative
▪ Encourages experimentation and
prototyping
▪ Is not always the right approach

5. ▪Are derived from the business strategy
▪Quantified statements of what business unit leaders
expect to achieve from pursuing a chosen set of processes
and activities
▪Example: to increase market share from 12% to 30% in
four years
▪Targets against which business unit leaders performance
will be evaluated
▪Formal and tacit objectives

6. 1. What are your ‘Expectations’?
2. How important is it to you?
▪ High / Medium / Low
3. Measures
▪ Time / Cost / Resource Requirements /
Accuracy
4. How well is it currently being met?
▪ Delighted / Acceptable / Dissatisfied
Overview Empathize
IdeateDefine
Prototype &
Next steps
Expectations
Wants
Desires
Needs
Requirements
Of Value
Take for
Granted

7. ▪Conflicts in expectations within a segment and between
stakeholders
▪Does the organisation know what its stakeholders really
really expect? (does it want to know?)
▪Measures ensure clarity - avoid these at your peril
▪Business objectives should align with expectations and
measures
▪Different functions deliver expectations – iron out
differences before projects

8. ▪Add value to internal and external stakeholders
▪Arise from and address stakeholder expectations
▪Deliver the organisation’s business objectives
▪Integrate, logically or physically, activities that
are performed within and without the
organisation
▪Cross functional boundaries

9. ▪ Don’t give a process a functional label
▪ Do go through several iterations:
▪ Look across all expectations (and their measures)
▪ Cluster expectationsinto logical group
• Look for common / similar expectations
• Put conflicting expectationstogether
• Avoid ‘labelling’ the cluster
• Ignore ‘who’, ‘how’, ‘where’, ‘when’
▪ Sort each cluster into logical groups, order in which they ‘should be’ addressed by
the process
▪ Identify ‘Starts From’ and ‘Ends At’ points: Several options / business scenarios
▪ Name the process using the dominant theme in the final cluster

10. ▪Current vs. Should be
▪High level, specific ‘day jobs’ designed by the organisation
to address stakeholder expectations and clustered a
business process
▪Activities are coordinated in and by a business process
▪Utilises and absorbs resources to achieve process goals
▪Within functional boundaries
▪Designing and configuring “should be” activities

11. ▪Activities affect people ‘up close and personally’
▪Changes to activities affect structure, power,
resources, budgets ….
▪Look out for duplicate activities – underpinning
processes?
▪Avoid recreating the past under a different label
▪Activity measures follow process measures

12. Activity SLA PMO Supplier Assignment Manager
Submittal of Candidates through the Vendor Management System 2to 15Days A R I
Candidate Selected (After interview) 1Day C I R,A
Offer Submitted (email) 1Day A C R
Salary Break-Up Shared 1Day R I A
Salary Components Validated 1Day A R I
Agree on the final Bill Rate 1Day R A C
Submit Offer in the VMS 1Day R,A I C
Release Offer to Candidate 1Day A R I
Update business on the Start Date (trigger to raise PO) 1Day R,A C I
PO Created & Approved 4Day C I R,A
Background Screen Check 14Days A I I
Non-Disclosure Agreement (NDA) Signed by Candidate 3Days A R I
Contractor Policy Procedure Sign Off Signed by Candidate 3Days A R I
Workday Position Created and Approved (must have an approved PO in place) 3Days R,A I I
Onboarding 1Day I I R,A
R - Responsible
A - Accountable
C - Consulted
I - Informed

13. sameer.srivastava@outlook.com
+91 900 8777 422
Contingent Workforce
Management