Emergent Process Design
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Emergent Process Design - Embedded Discovery & Opportunistic Optimizations as a Strategy Emergence is a way of discovering the modifiable and non-modifiable characteristics and rules of large scale systems by methodically examining the micro systems until macro systems emerge. A discussion of emergent process improvement requirements and outcomes.
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Emergent Process Design
- 1. www.JobTraQ.com© Swift Software 2013 Emergent Process Design Embedded Discovery & Opportunistic Optimizations - as a Strategy
- 2. www.JobTraQ.com© Swift Software 2013 Emergent Process Design - Why? • What if I have an obvious productivity or chaos problem in a team but I can’t spot the cause? • What if I don’t have time to figure the problem out? Can JobTraQ still help? • Can JobTraQ help me implement productive change into a resistant team or culture, or a badly fragmented process?
- 3. www.JobTraQ.com© Swift Software 2013 Emergent Process - Defined • “Emergence can be defined as the arising of novel and coherent structures, patterns and properties during the process of self-organization in complex systems". – Economist Jeff Goldstein – Journal Emergence • A methodical alternative for the patient tinkerer plodding towards perfection – empowering the flywheel
- 4. www.JobTraQ.com© Swift Software 2013 Why we take on automation Time >>> Productivity>>> *
- 5. www.JobTraQ.com© Swift Software 2013 For what we think will happen It’s simple. We want positive change! Time >>> Productivity>>> *
- 6. www.JobTraQ.com© Swift Software 2013 The Phases of Positive Change Announcement Deployment Achievement Productivity>>> Time >>>
- 7. www.JobTraQ.com© Swift Software 2013 The Phases of Positive Change Announcement Deployment Achievement Productivity>>> Time >>>
- 8. www.JobTraQ.com© Swift Software 2013 What your employees think is about to happen Deployment Measurement Unemployment <<<Productivity Time >>> *
- 9. www.JobTraQ.com© Swift Software 2013 The Reality of Positive Change Announcement Deployment Achievement Productivity>>> Time >>> * *
- 10. www.JobTraQ.com© Swift Software 2013 The Reality of Positive Change Announcement Deployment Achievement Productivity>>> Time >>> * * Why?
- 11. www.JobTraQ.com© Swift Software 2013 The Negative Realities of Positive Change Wait & See Friction Change State Friction>>> Productivity>>> Time >>> * * • Water cooler chat level = low • Not sure how this will impact me • Rumors of benefit • Anything will be better than “this old system”
- 12. www.JobTraQ.com© Swift Software 2013 The Negative Realities of Positive Change Wait & See Friction Change State Friction>>> Productivity>>> Time >>> * *• Water cooler chat level = high • I hear we are going to have to double entry • Rumors of trouble with new system • Why would they want to change from “this great old system”!?
- 13. www.JobTraQ.com© Swift Software 2013 The Negative Realities of Positive Change Wait & See Friction Change State Friction>>> Productivity>>> Time >>> * *• Water cooler chat level = high • I hear we are going to have to double entry • Rumors of trouble with new system • Why would they want to change from “this great old system”!? • The double entry is real! We have to put data in the old system AND the new system! • I hear there is an automated weekly report in there called Optimal Staff Reductions!
- 14. www.JobTraQ.com© Swift Software 2013 Flashback! Deployment Measurement Unemployment <<<Productivity Time >>> * So, what exactly WOULD you say you do here Tom? Copyright Twentieth Century Fox, Cubicle Inc
- 15. www.JobTraQ.com© Swift Software 2013 * The First Rays of Hope! Wait & See Friction Change State Friction>>> Critical Mass 30% Productivity>>> Time >>> *
- 16. www.JobTraQ.com© Swift Software 2013 The Process of Positive Change Wait & See Deployment Change State Friction>>> Critical Mass 30%Productivity>>> Time >>> *
- 17. www.JobTraQ.com© Swift Software 2013 The Continuing Process of Positive Change Wait & See Deployment Change State Friction>>> Critical Mass 30%Productivity>>> Time >>> *
- 18. www.JobTraQ.com© Swift Software 2013 An Alternative • The Standard Way of Managing Change Does Work! – Discover – Plan – Implement – Test – Communicate – Train – Deploy – Perform Friction Management – and repeat! • Emergent Process Improvement works better, WHERE IT FITS...
- 19. www.JobTraQ.com© Swift Software 2013 The Frog • If you drop a frog in a pot of boiling water, it will of course frantically try to clamber out. But if you place it gently in a pot of tepid water and turn the heat on low, it will float there quite placidly. As the water gradually heats up, the frog will sink into a tranquil stupor, exactly like one of us in a hot bath, and before long, with a smile on its face, it will unresistingly allow itself to be boiled to death. - Version of the story from Daniel Quinn's The Story of B
- 20. www.JobTraQ.com© Swift Software 2013 Emergence Opportunities: • The natural system is not clear, or… is clearly chaotic • Some form of coherence or correlation (meaning integrated operations that develop or maintain themselves over some period of time); • Parts of the perceivable larger system can be tracked • Dynamic processes or results • There is a valid downward cause
- 21. www.JobTraQ.com© Swift Software 2013 Emergent Process Design • Your organizations already do this – Your people and teams have been creating workflows for years • Discovery takes a LOT longer – But is orders of magnitude more accurate – Makes bottlenecks more obvious – May result in the recognition of systems that nobody thought existed
- 22. www.JobTraQ.com© Swift Software 2013 Emergent Process Design • Process lends itself granular optimization of numerous discrete tacit interaction points along the way, lifting the performance of the entire process in ways that macro
- 23. www.JobTraQ.com© Swift Software 2013 How • Find and engage the entrepreneurs early – Understanding and Motivation = Success • Limited implementation • Gain stakeholder buy-in (by any means necessary!) • Say good bye to email, sticky notes, and Outlook tasks – If it isn’t in JobTraQ, it isn’t! • Monitor and measure • Identify the low hanging fruit • Optimize Rinse and Repeat!
- 24. www.JobTraQ.com© Swift Software 2013 Results!
- 25. www.JobTraQ.com© Swift Software 2013 Conclusions
- 26. www.JobTraQ.com© Swift Software 2013 Conclusions Emergent Process Improvement should facilitate… • as-you-go process discovery, • sustainable long term productivity gains over time, • greater team buy-in, • and reduced friction cycles,
- 27. www.JobTraQ.com© Swift Software 2013 Conclusions Emergent Process Improvement should facilitate… • as-you-go process discovery, • sustainable long term productivity gains time, • greater team buy-in, • and reduced friction cycles, The trade off is time
- 28. www.JobTraQ.com© Swift Software 2013 Summary • Traditional process (big bang) improvement requires: – Solid executive sponsorship – Clear understanding of the problem – Engaged early adopters – Commitment to and understanding of the change process • And produces: – Rapid leaps forward in understanding – Rapid performance gains – Short term increases of disruptive friction – Executive commitment to change is the oil of this machine
- 29. www.JobTraQ.com© Swift Software 2013 Summary • Traditional process (big bang) improvement requires: – Solid executive sponsorship – Clear understanding of the problem – Engaged early adopters – Commitment to and understanding of the change process • And produces: – Rapid leaps forward in understanding – Rapid performance gains – Short term increases of disruptive friction – Executive commitment to change is the oil of this machine
- 30. www.JobTraQ.com© Swift Software 2013 Summary • Emergent process improvement requires: – People – Patience – Analysis – Commitment across time • And produces: – More empirical evidence – Incremental performance gains – Reduced Friction – Patience is the oil of this machine – Trust is the fuel – Tinkering required
- 31. www.JobTraQ.com© Swift Software 2013 Summary • Emergent process improvement requires: – People – Patience – Analysis – Commitment across time • And produces: – More empirical evidence – Incremental performance gains – Reduced Friction – Patience is the oil of this machine – Trust is the fuel – Tinkering required • Not for everybody • Business or organization must have matured to the point where qualified human resources have time to tinker • Requires a full team commitment • You cannot improve what you cannot measure
Editor's Notes
- What if we don’t really know what our process is? System competence versus human incompetence, or worse human incompetence without a system!What if I am on fire and don’t have time to look for water?What if my team is resistant, or I only own part of a process or only have clarity on one part of a process?
- Emergence is a way of discovering the modifiable and non-modifiable characteristics and rules of large scale systems by methodically examining the micro systems until macro systems emerge.- Macro Economic Forces, Insect Colony Structures, EcosystemsThe Flywheel: Jim Collins - Good to Great
- The discovery that cannot be ignored!
- And we must fix it!
- So we set about to doing what we have always done
- Sorry, sneaky bit of reality there…
- Deployment (from which they will try to recover)Measurement of their work (from which they will never recover) – Good employees and bad employees, why both fear measurementUnemployment (and facing the Mother-in-law)NO reference to Office Space here.
- So here is the more realistic way that things actually happen (if everything goes well!)
- I’m too busy to worry about what they are doing “back there”Besides, I hear it’s supposed to be able to slice bread, polish my shoes, and manage my 401KAnd I mean ANYTHING would be better compared to this abacus…!
- Oh no, did you hear that the pilot team is working 31 hours a day doing double and triple entry because the new system randomly deletes data and even blanks out your paper copies using screen radiation?Why oh why would they abandon the abacus? It boots so quickly!
- Early deployments lead to early findings, which inevitably lead to rumors and heightened fears – and did I mention measurement? (next slide)
- But seriously, let’s not give up here folksCritical mass is about when 30% of your users begin to see the value the system can offer (varies widely)And did I mention No Mass Firings?
- So how do we keep productivity climbing and friction on the run?Mass Firings!Discuss the linesNo seriously, once the change state is reached, the laws of nature take over and you have to start working on another growth cycle or decline begins to set in
- You’ve got to be cruel to be kind, in the right measure – yes, subject them to it again!
- It’s not that our employees are frogs, it’s just that they keep hopping away from positive change before we can get things heated up!
- So where does Emergence fit?Where I know I have a problem, but I’m not sure what it is. I think…I see they have a process, but they don’t seem to know what it isThere are a few things going on that I think I can measureBut there are a lot of variables I need to get a handle onAnd there is solid business value coming from what they do (or at least there will be if we can get it running right), but we certainly can’t live without it
- You have a building full of process experts, the question is can anyone articulate it? If not you need an ant farm!When it comes to speed to market, this method is not at all competitive with full lifecycle rapid implementations, and if you have clear specs, engaged articulate stakeholders, and executive sponsorship then this method is like going 45 on an empty highway – in a Lamborghini.But…
- Racing the factory tuned SS versus the tubbed out, hollowed out, overbuilt, supercharged nitrous fed, lightened, polished… you never stood a chance!
- So how do we do this?Who then what.Bullet, bullet, cannon ballWe ARE going to do thisCreate a line and ONLY SERVE FROM THAT LINE!Not a bullet here but… DID I MENTION COMMUNICATION???
- As you can clearly see… this chart means… absolutely nothing!But it is impressive, isn’t it!? Okay, so let’s move on
- Emergent Process Improvement SHOULD yield productivity and friction lines like this with gentle arcs, steady climbs, and limited ambient friction increase