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Gap-Analysis-2015.pptx

This document provides an overview of gap analysis, a tool used to analyze the difference between desired and actual performance. It discusses gap analysis in three parts: 1) Go for the Should - defining what the ideal or desired state of performance should be in terms of value creation, 2) Analyze the Is - examining what the current state of performance is, and 3) Pinpoint the Causes - identifying factors that cause gaps between the ideal and actual states of performance. The document uses an example of a construction company building houses to illustrate how gap analysis can be applied to identify performance gaps and determine solutions.

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TEN TOOLS A collection of organizational and individual methods to aid effectiveness
SESSION 2 Gap Analysis 2
3 You have a gap that you have to close before you start on your next result What's your answer?
TEN TOOLS 4 1. Atom of Work 2. Gap Analysis 3. Difficult Conversations 4. Advocacy versus inquiry 5. Feed Forward & Johari Window 6. Team Effectiveness 7. Problem-solving techniques 8. Mental Maps 9. Seven Influence Strategies 10. Events of Instruction
THE ATOM OF WORK PROVIDED A WAY FOR CUSTOMER AND PERFORMER INTERACTION TO LEAD TO VALUE 5 Where does the customer's request originate? The source is often a 'gap'
6 How do I now what to do? How do I know how to get things done? How do I know where to spend my time? How do I add value?
HOW DO I… 7  Know what to do?  Gap analysis  Sensemaking  Ideal-setting  Get things done?  Collaboration  Performance  Nurture and enhance relationships?  Collaboration  Communication  Develop myself?  Personal mastery  Gap Analysis  Sensemaking  Move people and their behavior from point A to point B?  Gap analysis  Influence  Performance  Lead teams to produce desired results?  Collaboration  Performance  Facilitation  Solve problems?  Sense making  Evaluation  Performance
WHAT MIGHT YOU GAIN FROM THIS SESSION?  Given a performance situation, you will  Understand how value is the determinant of business needs  Distinguish among different org’l needs: business, performance, work environment, and capability  Follow the ‘Go for the Gaps’ model to determine what the business need (“to be” state, “should” condition) is  Analyze the “as is” state using that same model  Determine using that same model possible causes of gaps for further exploration & experimentation  Distinguish between the development of skill and the changing of performance  Devise appropriate interventions and experiments that will produce solutions to the gaps 8
DID YOU EVER FEEL INEFFECTIVE IN YOUR CHOICE OF ACTION?  Session Assumptions  Organizations possess aims and seek to be effective  Accomplishments sometimes fall short of these goals  Figuring out why that gap occurs and filling it is an important activity that the members should pursue methodically Other worthy methods exist such as the DMAIC sequence of Six Sigma and TQM. This method is a simpler framework that emphasizes the people connection
GAP ANALYSIS 10 the tool to discern the difference between what you wanted to accomplish and what you are actually accomplishing — and the causes of that disparity
WHY GAP ANALYSIS IS USEFUL  Focuses you on overall business needs that we should see mirrored in ETS strategy, annual goals, project scopes, and service level agreements  Presents clear & simple methodology for identifying and filling gaps between desired and actual accomplishment  Based upon what works: research of the field of Human Performance Technology (HPT) In this session, we provide a look at the methodology’s essential framework
WHY GAP ANALYSIS IS USEFUL Because gaps occur so frequently between what we need and what we get: ‘as is’  ‘to be’
WHAT IF ‘AS IS’  ‘TO BE’? THE RESULT AND PROCESS FAILED TO MATCH DESIRES? 13
14 You have a gap that you have to close before you start on your next result Here's my answer!
15 S P Pinpoint the causes What causes the gap between ‘should’ and ‘as is’ A Analyze the ‘As Is’ What currently exists G Go for the Should What must be accomplished Select the solutions: what actions are needed to address root causes Go for the GAPS !
ANALYZE THE GAP… 16  Between the ideal  the ‘to be’  creation of value and the ‘as is’  In organizational performance  In group performance  In individual performance  Between the value we wanted to create and the value we did create
GAPS! MAPS BUSINESS NEED:___________________ EMPLOYEE GROUP:_____________________ (AN OPERATIONAL GOAL FOR AN ORGANIZATION MEASURED IN NUMBERS) G Go for the SHOULD • In the future, the business should… • In the future, performance should… A Analyze the IS • Currently, the business is… • Currently, performance is… P Pin down the CAUSES • What’s going on/work environment • What are capability needs? Business SHOULDS Business IS Factors External to Organization Factors Internal to Organization Outside Business Unit Within Business Unit Performance SHOULDS Performance IS Factors Internal to Individuals
18 G Go for the Should What must be accomplished: value created Go for the GAPS ! Where you start: value desired If you can’t specify a ‘should be’ that adds or creates desired value, go no further What behaviors or conditions WOULD create the value result?
WHY IS VALUE THE DETERMINANT OF ‘SHOULD BE’? 19 Organizations exist to create value for their stakeholders
YOU NEED A POINT OF REFERENCE IN SETTING YOUR COURSE: VALUE IS ‘THE SUN’ 20
HOW DO YOU KNOW VALUE IS ADDED? 21 when a customer — internal or external — perceives increased worth, gets what is needed, appreciates improvements, signals higher satisfaction
ETS EXAMPLE OF VALUE CREATION 22  Resources: Room, IT systems, equipment  Systems: Logistics  People at ETS w/ expertise performing  And more… But CB has readers and test-takers who are satisfied leading to more AP courses and tests taken. Value created! By themselves, they don’t add up to much… A Business Need, a SHOULD BE
23 Your ‘to be’ must connect to creating or adding value, or… why is it a business need?
BUT YOU’RE NOT STARTING FROM A BLANK PAGE IN YOUR EXPLORATION OF POSSIBLE GAPS, ARE YOU? 24 What reference points already exist for you?
NOT STARTING FROM A BLANK PAGE IN YOUR EXPLORATION OF POSSIBLE ETS GAPS EITHER 25 What reference points already exist for you?  Employee’s Guide to Objective Plan NOT FOR EXTERNAL DISTRIBUTION ETS CONFIDENTIAL & PROPRIETARY  Start Your Performance Planning  1. Logon to ETS’ Recognizing Performance System using the following link ETS Performance Management System.  2. Enter your username and password. Note that your employee ID serves as your username.  3. Then click   4. Select the “Objectives” tab in the upper left hand corner of your screen   My Objective Plan Navigation  Cascade Hierarchy – view of supervisor’s and direct reports’ objectives  Objective Toolbar – buttons to cascade and/or delete objectives. Use checkbox on individual Objectives and then apply a command.  Display Options – click preferred display options and then click to change display.  Objective Categories – there are several types of objectives to create and edit in My Objective Plan.  Objectives – individual goals for 2010.  Add Objective - to add a new Objective, click on the button. You can also choose to copy an objective from a previous goal plan.  Edit Objective - to edit an existing objective, click on the
HOW DO YOU KNOW WHAT A BUSINESS NEEDS SHOULD BE? Accomplishment of Business Needs They are in your business plan as goals. They emerge from your business model. They originate in an idea of what someone wants you to provide: customer needs  the creation of value
PLACES TO LOOK FOR BUSINESS NEEDS: VALUE CREATION PROMISED 27 Strategy • Corporate Objectives • Strategic Initiatives & Roadmaps Operational • Operational Work Plans • Project Plan; e.g., Special Initiatives ‘Front Lines’ • Atom of Work Agreement • Service Level Agreement
GAPS! MAPS BUSINESS NEED:___________________ EMPLOYEE GROUP:_____________________ (AN OPERATIONAL GOAL FOR AN ORGANIZATION MEASURED IN NUMBERS) G Go for the SHOULD • In the future, the business should… • In the future, performance should… A Analyze the IS • Currently, the business is… • Currently, performance is… P Pin down the CAUSES • What’s going on/work environment • What are capability needs? Business SHOULDS Construct ten houses per quarter on time and under budget Business IS Factors External to Organization Factors Internal to Organization Outside Business Unit Within Business Unit Performance SHOULDS Performance IS Factors Internal to Individuals
OK, YOU’VE GOT A LEGITIMATE ‘SHOULD’ TO ANALYZE; WHAT’S NEXT? 29 How are you organized to fulfill the need?
Business Needs Performance Needs Work Environment & Capability Needs 30 What do these look like in your job?
GLOBAL TERMS ALTERNATIVE TERMS Business needs Business goals Business objectives Current business results Performance needs Accomplishments & behaviors Behavioral requirements Current practices Work environment needs Barriers or enhancers Inhibitors or enablers Infrastructure Capability needs Skill Knowledge Attributes
 Business Needs are the operational and/or strategic goals for a unit, department or organization. They are expressed in operational terms and are measured in numbers.  Performance Needs are the on-the-job behavioral requirements of people who are performing a specific job or role. These needs describe what people need to produce through their day-to-day performance if business needs are to be met. They also describe the best practices by which these results are produced; performance needs are measured behaviorally.  Work Environment Needs identify any systems and processes that are needed if the performance needs are to be achieved.  Capability Needs identify skill, knowledge and attributes (I.e., competencies) required of people if they are to perform successfully. Capability needs also include job match and inherent ability. HIERARCHY OF NEEDS 32
What supports their accomplishment in this model? NOW WE KNOW HOW NEEDS ARE MET… Outside Environment Work Environment Capability Performance Accomplishment of Business Needs Their absence or malfunction causes gaps
WHAT IS THE ‘SHOULD’ OF THESE ELEMENTS FOR SUCCESSFUL PERFORMANCE? 34 People Attitude Skills & Knowledge Information & Knowledge Management Incentive Systems Processes Management Work Environment Production Systems Clear Goals & Objectives Outside Environment Market Conditions Competitive Practices Governmental Regulation Fortune & Misfortune Materials & Resources
3 CLEAR STEPS FOR SHOULD BE 35
GAPS! MAPS BUSINESS NEED: HOUSES____________ EMPLOYEE GROUP:_____________________ (AN OPERATIONAL GOAL FOR AN ORGANIZATION MEASURED IN NUMBERS) G Go for the SHOULD • In the future, the business should… • In the future, performance should… A Analyze the IS • Currently, the business is… • Currently, performance is… P Pin down the CAUSES • What’s going on/work environment • What are capability needs? Business SHOULDS Construct ten houses per quarter on time and under budget Business IS Factors External to Organization Factors Internal to Organization Outside Business Unit Within Business Unit Performance SHOULDS •Project plan for each house •Workers frame a house in one day w/out mistakes •Plumbers lay pipe for each house in three days •All materials delivered complete and on time three days prior to use •Capable crew including foreman with ability to oversee multiple sites simultaneously Performance IS Factors Internal to Individuals
37 S P Pinpoint the causes What causes the gap between ‘should’ and ‘as is’ A Analyze the ‘As Is’ What currently exists G Go for the Should What must be accomplished Select the solutions: what actions are needed to address root causes Go for the GAPS !
DOES YOUR ‘AS IS’ STATE CREATE VALUE DESIRED, THE BUSINESS NEEDS? 38 Plans, Systems, & Processes Management
DOES ‘AS IS’  ‘SHOULD BE’? IS THERE A GAP? 39
Business Needs Performance Needs Work Environment & Capability Needs 40 Are we meeting our goals? Are we producing what we need to produce? Are the systems working? Necessary knowledge & skills?
Business Needs Performance Needs Work Environment & Capability Needs 41 Houses example SHOULD or TO BE ACTUAL or AS IS
GAPS! MAPS BUSINESS NEED: HOUSES____________ EMPLOYEE GROUP:_____________________ (AN OPERATIONAL GOAL FOR AN ORGANIZATION MEASURED IN NUMBERS) G Go for the SHOULD • In the future, the business should… • In the future, performance should… A Analyze the IS • Currently, the business is… • Currently, performance is… P Pin down the CAUSES • What’s going on/work environment • What are capability needs? Business SHOULDS Construct ten houses per quarter on time and under budget Business IS Averaging construction of six houses per quarter with quality issues and over budget by 50% Factors External to Organization Factors Internal to Organization Outside Business Unit Within Business Unit Performance SHOULDS •Project plan for each house •Workers frame a house in one day w/out mistakes •Plumbers lay pipe for each house in three days •All materials delivered complete and on time three days prior to use •Capable crew including foreman with ability to oversee multiple sites simultaneously Performance IS •Project plans missing and incomplete •Workers frame house in 3 days w/ mistakes •Plumbers lay pipe for each house in three days, but they spend lots of time waiting •Materials delivered incomplete and late •Crew has many new hires including a foreman; all lack basic skills Factors Internal to Individuals
43 S P Pinpoint the causes What causes the gap between ‘should be’ and ‘as is’ A Analyze the ‘As Is’ What currently exists G Go for the Should What must be accomplished Select the solutions: what actions are needed to address root causes Go for the GAPS !
PIN DOWN THE CAUSES  When conducting a gap analysis, you identify performance gaps for purposes of determining and prioritizing actions needed to close those gaps. 1. What are the factors impacting performance? 2. What are the enhancers and barriers? 3. Are there factors external to the organization? 4. Are there factors internal to the organization such as work environment? 5. Are there factors internal to individuals such as capability? 44
GAPS! MAPS BUSINESS NEED: HOUSES____________ EMPLOYEE GROUP:_____________________ (AN OPERATIONAL GOAL FOR AN ORGANIZATION MEASURED IN NUMBERS) G Go for the SHOULD • In the future, the business should… • In the future, performance should… A Analyze the IS • Currently, the business is… • Currently, performance is… P Pin down the CAUSES • What’s going on/work environment • What are capability needs? Business SHOULDS Construct ten houses per quarter on time and under budget Business IS Averaging construction of six houses per quarter with quality issues and over budget by 50% Factors External to Organization Factors Internal to Organization Outside Business Unit Within Business Unit Performance SHOULDS •Project plan for each house •Workers frame a house in one day w/out mistakes •Plumbers lay pipe for each house in three days •All materials delivered complete and on time three days prior to use •Capable crew including foreman with ability to oversee multiple sites simultaneously Performance IS •Project plans missing and incomplete •Workers frame house in 3 days w/ mistakes •Plumbers lay pipe for each house in three days, but they spend lots of time waiting •Materials delivered incomplete and late •Crew has many new hires including a foreman; all lack basic skills Factors Internal to Individuals
WHAT ELEMENTS ARE INVOLVED IN SUCCESSFUL PERFORMANCE IN OUR EXAMPLE? 46 People Attitude Skills & Knowledge Information & Knowledge Management Incentive Systems Processes Management Work Environment Production Systems Clear Goals & Objectives Outside Environment Market Conditions Competitive Practices Governmental Regulation Fortune & Misfortune Materials & Resources
HOW DO YOU KNOW WHAT THE CAUSES OF THE GAPS ARE? 47 People Attitude Skills & Knowledge Information & Knowledge Management Incentive Systems Processes Management Work Environment Production Systems Clear Goals & Objectives Outside Environment Market Conditions Competitive Practices Governmental Regulation Fortune & Misfortune Materials & Resources GAP =
GET DATA ON PERFORMANCE FROM STARS  Is there something that a small group of star performers does differently in their behaviors or in their approach that seems to be connected to the gap?  Ask those star performers, “Identify the specific business results or performance accomplishment that you think would make the difference. “  “Please walk me through the steps and actions you take to achieve this result.”  “Are there any steps or actions you would like to take that support this result but are not currently doing so? If yes, could you describe them?”  How do you know that you've accomplished this result in an excellent “manner? What criteria do you use to determine that the result was completed successfully?”  “What obstacles or barriers within our organization, if any, few encounters you work in support of this result?”  “What factors within our organization are supporting you as you work to achieve this result?” 48
49 S P Pinpoint the causes What causes the gap between ‘should’ and ‘as is’ ? A Analyze the ‘As Is’ What currently exists: Business? Performance? G Go for the Should What must be accomplished: Business? Performance? Select the solutions: what actions are needed to address root causes? Go for the GAPS !
Business Need Performer Group Performance SHOULD IS ASSESSING GAPS IN PERFORMANCE Operational SHOULD “X” IS “Y” YOU MUST START HERE WITH THE DESIRED OPERATIONAL RESULT Causal Linkage “If everyone did it, would it affect business needs?” GAP GAP 50
Business Need Performer Group Performance SHOULD Causal Linkage “If everyone did it, would it affect business needs?” IS ASSESSING GAPS IN PERFORMANCE Operational SHOULD “X” IS “Y” Metrics Behaviors Be Specific! 51
WHAT ARE THE NECESSARY ELEMENTS IN SUCCESSFUL PERFORMANCE? 52 People Attitude Skills & Knowledge Information & Knowledge Management Incentive Systems Processes Management Work Environment Production Systems Clear Goals & Objectives Outside Environment Market Conditions Competitive Practices Governmental Regulation Fortune & Misfortune Materials & Resources
HOW MIGHT YOU APPLY GAP ANALYSIS IN YOUR LIFE? 53
OUR SOURCE BOOKS 54
APPENDIX More stuff on Gap Analysis 55
56
57
PRACTICE: DISCUSS A SITUATION WHERE BUSINESS NEEDS ARE UNMET: WHERE IS THE GAP? 58 People Attitude Skills & Knowledge Information & Knowledge Management Incentive Systems Processes Management Work Environment Production Systems Clear Goals & Objectives Outside Environment Market Conditions Competitive Practices Governmental Regulation Fortune & Misfortune Materials & Resources
OUR PROCESS SLA Instructional Design Event Checklist GAP worksheet Checklist for ‘Program' Development These will all appear on shared drive soon Evaluation Checklist Business Need Questions 59
ADDING VALUE  Glass  Copper  Lead  Aluminum  Platinum  Tin  Chrome  Gold  Silver  Bromine  Mercury  Plastic Relationships/ architecture Innovation Reputation $599 $179 $187.51 $199 PERFORMANCE
Assess what the best do in the best way to achieve off-the- chart results. What do they do differently? How do they do it differently? What are the models that they employ to view their reality? Performance SHOULD Get to unfuzzy practices IS Find out what the best are doing differently from us To get at WHY we have a gap involves 61
WE NEED A MODEL, A SCHEME TO UNDERSTAND WHERE GAPS CAN OCCUR IN VALUE CREATION 62 value
ISBI HUMAN PERFORMANCE MODEL Organizational Analysis (Vision, mission, values, goals, and strategies) Environmental Analysis • Organizational environment (Society, stakeholders, and competition •Work environment (Resources, tools, human resources policies •Work (work flow, procedure, responsibilities and ergonomics) •Worker (knowledge, skill, motivation, expectations, and capacity) Desired work Performance Gap Analysis Actual State of Work Performance Intervention Selection, Design, and Development Cause Analysis Intervention Implementation and Change Lack of Environmental Support •Data, information, and feedback •Environmental support, resources , and tools •Consequences, incentives, or rewards Lack of Repertory of Behavior •Skills and knowledge •Individual capacity •Motivation and expectations Performance Analysis (Need or opportunity) Performance Support (instructional and non-instructional) Job analysis work design Personal development Organizational communication Organizational design and development Financial systems Change management Process consulting Employee development Communication, networking, and alliance building Evaluation Formative •Performance analysis •Cause analysis •Selection and design on interventions Summative •Immediate reaction •Immediate competence Confirmative •Continuing competence (Job transfer) •Continuing effectiveness (organizational impact) •Return on investment Meta evaluation or validation •Formative, summative, confirmative process •Formative, summative, confirmative, products •Lessons learned
GOALS FULFILL CUSTOMER NEEDS The Customer Determines Value 1 Source of Goals 1 Source of Gaps
WE NEED A MODEL, A SCHEME TO UNDERSTAND VALUE CREATION 65 We organize elements through performance to create value You can’t just throw resources out there and expect them to do something
IF YOU ORGANIZE THE ELEMENTS POORLY… 66 … through performance or lack other components like systems there is a GAP between the value you wanted to create and the value that actually resulted
ELEMENTS OF SUCCESSFUL PERFORMANCE 67 People Attitude Skills & Knowledge Information & Knowledge Management Incentive Systems Processes Management Work Environment Production Systems Clear Goals & Objectives Outside Environment Market Conditions Competitive Practices Governmental Regulation Fortune & Misfortune Materials & Resources
EXAMPLE: BUSINESS NEED TO DEVELOP PRODUCTIVITY TOOLKITS FOR ALL ETS MANAGERS 68 People Attitude Skills & Knowledge Information & Knowledge Management Incentive Systems Processes Management Work Environment Production Systems Clear Goals & Objectives Outside Environment Market Conditions Competitive Practices Governmental Regulation Fortune & Misfortune Materials & Resources TO BE = 100% of managers w/ toolkit AS IS = 20% of managers w/ toolkit
WHAT IS HAPPENING HERE?  http://www.youtube.com/watch?v=I2HqW-AAb20 while they enter run on loop  World Record 2 Hour House - Exemplary Corporate Leadership  Another http://www.youtube.com/watch?feature=fvwp&v=mctUNUQSJ Co&NR=1  Amazing Team work construction 69
WHAT IS GOING ON THERE? 70  Did they have desired end state  the ‘To Be’ of Business Needs?  Creation  Value  House  Did they have desired process  the way they wanted things to unfold  the ‘To Be’ of Performance  Amount of time  Number of people  Quality  Cost
ADDING VALUE  Fabric  Thread  Batting  Charms $250 $56 PERFORMANCE
GAPS! MAPS BUSINESS NEED:___________________ EMPLOYEE GROUP:_____________________ (AN OPERATIONAL GOAL FOR AN ORGANIZATION MEASURED IN NUMBERS) G Go for the SHOULD • In the future, the business should… • In the future, performance should… A Analyze the IS • Currently, the business is… • Currently, performance is… P Pin down the CAUSES • What’s going on/work environment • What are capability needs? Business SHOULDS Business IS Factors External to Organization Factors Internal to Organization Outside Business Unit Within Business Unit Performance SHOULDS Performance IS Factors Internal to Individuals Fill in your sheet and discuss for example
GAPS! MAPS BUSINESS NEED:___________________ EMPLOYEE GROUP:_____________________ (AN OPERATIONAL GOAL FOR AN ORGANIZATION MEASURED IN NUMBERS) G Go for the SHOULD • In the future, the business should… • In the future, performance should… A Analyze the IS • Currently, the business is… • Currently, performance is… P Pin down the CAUSES • What’s going on/work environment • What are capability needs? Business SHOULDS Business IS Factors External to Organization Factors Internal to Organization Outside Business Unit Within Business Unit Performance SHOULDS Performance IS Factors Internal to Individuals Fill in your sheet with example info
WHAT DO WE MEAN BY ADDING VALUE?  The difference between cost of materials and labor to produce a product, and the sale price or mission impact of a product is the value added  Individuals through their skills, efforts, and knowledge EXPRESSED IN PERFORMANCE transform the organization's other resources to add value  Organizations through their architecture (or network of relationships), innovation, and reputation add value
75 S P Pinpoint the causes What causes the gap between ‘should’ and ‘as is’ A Analyze the ‘As Is’ What currently exists G Go for the Should What must be accomplished Select the solutions: what actions are needed to address root causes Go for the GAPS !

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Gap-Analysis-2015.pptx

  • 1.
    TEN TOOLS A collectionof organizational and individual methods to aid effectiveness
  • 2.
  • 3.
    3 You have agap that you have to close before you start on your next result What's your answer?
  • 4.
    TEN TOOLS 4 1. Atomof Work 2. Gap Analysis 3. Difficult Conversations 4. Advocacy versus inquiry 5. Feed Forward & Johari Window 6. Team Effectiveness 7. Problem-solving techniques 8. Mental Maps 9. Seven Influence Strategies 10. Events of Instruction
  • 5.
    THE ATOM OFWORK PROVIDED A WAY FOR CUSTOMER AND PERFORMER INTERACTION TO LEAD TO VALUE 5 Where does the customer's request originate? The source is often a 'gap'
  • 6.
    6 How do Inow what to do? How do I know how to get things done? How do I know where to spend my time? How do I add value?
  • 7.
    HOW DO I… 7 Know what to do?  Gap analysis  Sensemaking  Ideal-setting  Get things done?  Collaboration  Performance  Nurture and enhance relationships?  Collaboration  Communication  Develop myself?  Personal mastery  Gap Analysis  Sensemaking  Move people and their behavior from point A to point B?  Gap analysis  Influence  Performance  Lead teams to produce desired results?  Collaboration  Performance  Facilitation  Solve problems?  Sense making  Evaluation  Performance
  • 8.
    WHAT MIGHT YOUGAIN FROM THIS SESSION?  Given a performance situation, you will  Understand how value is the determinant of business needs  Distinguish among different org’l needs: business, performance, work environment, and capability  Follow the ‘Go for the Gaps’ model to determine what the business need (“to be” state, “should” condition) is  Analyze the “as is” state using that same model  Determine using that same model possible causes of gaps for further exploration & experimentation  Distinguish between the development of skill and the changing of performance  Devise appropriate interventions and experiments that will produce solutions to the gaps 8
  • 9.
    DID YOU EVERFEEL INEFFECTIVE IN YOUR CHOICE OF ACTION?  Session Assumptions  Organizations possess aims and seek to be effective  Accomplishments sometimes fall short of these goals  Figuring out why that gap occurs and filling it is an important activity that the members should pursue methodically Other worthy methods exist such as the DMAIC sequence of Six Sigma and TQM. This method is a simpler framework that emphasizes the people connection
  • 10.
    GAP ANALYSIS 10 the toolto discern the difference between what you wanted to accomplish and what you are actually accomplishing — and the causes of that disparity
  • 11.
    WHY GAP ANALYSISIS USEFUL  Focuses you on overall business needs that we should see mirrored in ETS strategy, annual goals, project scopes, and service level agreements  Presents clear & simple methodology for identifying and filling gaps between desired and actual accomplishment  Based upon what works: research of the field of Human Performance Technology (HPT) In this session, we provide a look at the methodology’s essential framework
  • 12.
    WHY GAP ANALYSISIS USEFUL Because gaps occur so frequently between what we need and what we get: ‘as is’  ‘to be’
  • 13.
    WHAT IF ‘ASIS’  ‘TO BE’? THE RESULT AND PROCESS FAILED TO MATCH DESIRES? 13
  • 14.
    14 You have agap that you have to close before you start on your next result Here's my answer!
  • 15.
    15 S P Pinpoint the causesWhat causes the gap between ‘should’ and ‘as is’ A Analyze the ‘As Is’ What currently exists G Go for the Should What must be accomplished Select the solutions: what actions are needed to address root causes Go for the GAPS !
  • 16.
    ANALYZE THE GAP… 16 Between the ideal  the ‘to be’  creation of value and the ‘as is’  In organizational performance  In group performance  In individual performance  Between the value we wanted to create and the value we did create
  • 17.
    GAPS! MAPS BUSINESS NEED:___________________EMPLOYEE GROUP:_____________________ (AN OPERATIONAL GOAL FOR AN ORGANIZATION MEASURED IN NUMBERS) G Go for the SHOULD • In the future, the business should… • In the future, performance should… A Analyze the IS • Currently, the business is… • Currently, performance is… P Pin down the CAUSES • What’s going on/work environment • What are capability needs? Business SHOULDS Business IS Factors External to Organization Factors Internal to Organization Outside Business Unit Within Business Unit Performance SHOULDS Performance IS Factors Internal to Individuals
  • 18.
    18 G Go for theShould What must be accomplished: value created Go for the GAPS ! Where you start: value desired If you can’t specify a ‘should be’ that adds or creates desired value, go no further What behaviors or conditions WOULD create the value result?
  • 19.
    WHY IS VALUETHE DETERMINANT OF ‘SHOULD BE’? 19 Organizations exist to create value for their stakeholders
  • 20.
    YOU NEED APOINT OF REFERENCE IN SETTING YOUR COURSE: VALUE IS ‘THE SUN’ 20
  • 21.
    HOW DO YOUKNOW VALUE IS ADDED? 21 when a customer — internal or external — perceives increased worth, gets what is needed, appreciates improvements, signals higher satisfaction
  • 22.
    ETS EXAMPLE OFVALUE CREATION 22  Resources: Room, IT systems, equipment  Systems: Logistics  People at ETS w/ expertise performing  And more… But CB has readers and test-takers who are satisfied leading to more AP courses and tests taken. Value created! By themselves, they don’t add up to much… A Business Need, a SHOULD BE
  • 23.
    23 Your ‘to be’must connect to creating or adding value, or… why is it a business need?
  • 24.
    BUT YOU’RE NOTSTARTING FROM A BLANK PAGE IN YOUR EXPLORATION OF POSSIBLE GAPS, ARE YOU? 24 What reference points already exist for you?
  • 25.
    NOT STARTING FROMA BLANK PAGE IN YOUR EXPLORATION OF POSSIBLE ETS GAPS EITHER 25 What reference points already exist for you?  Employee’s Guide to Objective Plan NOT FOR EXTERNAL DISTRIBUTION ETS CONFIDENTIAL & PROPRIETARY  Start Your Performance Planning  1. Logon to ETS’ Recognizing Performance System using the following link ETS Performance Management System.  2. Enter your username and password. Note that your employee ID serves as your username.  3. Then click   4. Select the “Objectives” tab in the upper left hand corner of your screen   My Objective Plan Navigation  Cascade Hierarchy – view of supervisor’s and direct reports’ objectives  Objective Toolbar – buttons to cascade and/or delete objectives. Use checkbox on individual Objectives and then apply a command.  Display Options – click preferred display options and then click to change display.  Objective Categories – there are several types of objectives to create and edit in My Objective Plan.  Objectives – individual goals for 2010.  Add Objective - to add a new Objective, click on the button. You can also choose to copy an objective from a previous goal plan.  Edit Objective - to edit an existing objective, click on the
  • 26.
    HOW DO YOUKNOW WHAT A BUSINESS NEEDS SHOULD BE? Accomplishment of Business Needs They are in your business plan as goals. They emerge from your business model. They originate in an idea of what someone wants you to provide: customer needs  the creation of value
  • 27.
    PLACES TO LOOKFOR BUSINESS NEEDS: VALUE CREATION PROMISED 27 Strategy • Corporate Objectives • Strategic Initiatives & Roadmaps Operational • Operational Work Plans • Project Plan; e.g., Special Initiatives ‘Front Lines’ • Atom of Work Agreement • Service Level Agreement
  • 28.
    GAPS! MAPS BUSINESS NEED:___________________EMPLOYEE GROUP:_____________________ (AN OPERATIONAL GOAL FOR AN ORGANIZATION MEASURED IN NUMBERS) G Go for the SHOULD • In the future, the business should… • In the future, performance should… A Analyze the IS • Currently, the business is… • Currently, performance is… P Pin down the CAUSES • What’s going on/work environment • What are capability needs? Business SHOULDS Construct ten houses per quarter on time and under budget Business IS Factors External to Organization Factors Internal to Organization Outside Business Unit Within Business Unit Performance SHOULDS Performance IS Factors Internal to Individuals
  • 29.
    OK, YOU’VE GOTA LEGITIMATE ‘SHOULD’ TO ANALYZE; WHAT’S NEXT? 29 How are you organized to fulfill the need?
  • 30.
    Business Needs Performance Needs Work Environment &Capability Needs 30 What do these look like in your job?
  • 31.
    GLOBAL TERMS ALTERNATIVETERMS Business needs Business goals Business objectives Current business results Performance needs Accomplishments & behaviors Behavioral requirements Current practices Work environment needs Barriers or enhancers Inhibitors or enablers Infrastructure Capability needs Skill Knowledge Attributes
  • 32.
     Business Needsare the operational and/or strategic goals for a unit, department or organization. They are expressed in operational terms and are measured in numbers.  Performance Needs are the on-the-job behavioral requirements of people who are performing a specific job or role. These needs describe what people need to produce through their day-to-day performance if business needs are to be met. They also describe the best practices by which these results are produced; performance needs are measured behaviorally.  Work Environment Needs identify any systems and processes that are needed if the performance needs are to be achieved.  Capability Needs identify skill, knowledge and attributes (I.e., competencies) required of people if they are to perform successfully. Capability needs also include job match and inherent ability. HIERARCHY OF NEEDS 32
  • 33.
    What supports their accomplishment in thismodel? NOW WE KNOW HOW NEEDS ARE MET… Outside Environment Work Environment Capability Performance Accomplishment of Business Needs Their absence or malfunction causes gaps
  • 34.
    WHAT IS THE‘SHOULD’ OF THESE ELEMENTS FOR SUCCESSFUL PERFORMANCE? 34 People Attitude Skills & Knowledge Information & Knowledge Management Incentive Systems Processes Management Work Environment Production Systems Clear Goals & Objectives Outside Environment Market Conditions Competitive Practices Governmental Regulation Fortune & Misfortune Materials & Resources
  • 35.
    3 CLEAR STEPSFOR SHOULD BE 35
  • 36.
    GAPS! MAPS BUSINESS NEED:HOUSES____________ EMPLOYEE GROUP:_____________________ (AN OPERATIONAL GOAL FOR AN ORGANIZATION MEASURED IN NUMBERS) G Go for the SHOULD • In the future, the business should… • In the future, performance should… A Analyze the IS • Currently, the business is… • Currently, performance is… P Pin down the CAUSES • What’s going on/work environment • What are capability needs? Business SHOULDS Construct ten houses per quarter on time and under budget Business IS Factors External to Organization Factors Internal to Organization Outside Business Unit Within Business Unit Performance SHOULDS •Project plan for each house •Workers frame a house in one day w/out mistakes •Plumbers lay pipe for each house in three days •All materials delivered complete and on time three days prior to use •Capable crew including foreman with ability to oversee multiple sites simultaneously Performance IS Factors Internal to Individuals
  • 37.
    37 S P Pinpoint the causesWhat causes the gap between ‘should’ and ‘as is’ A Analyze the ‘As Is’ What currently exists G Go for the Should What must be accomplished Select the solutions: what actions are needed to address root causes Go for the GAPS !
  • 38.
    DOES YOUR ‘ASIS’ STATE CREATE VALUE DESIRED, THE BUSINESS NEEDS? 38 Plans, Systems, & Processes Management
  • 39.
    DOES ‘AS IS’ ‘SHOULD BE’? IS THERE A GAP? 39
  • 40.
    Business Needs Performance Needs Work Environment &Capability Needs 40 Are we meeting our goals? Are we producing what we need to produce? Are the systems working? Necessary knowledge & skills?
  • 41.
    Business Needs Performance Needs Work Environment &Capability Needs 41 Houses example SHOULD or TO BE ACTUAL or AS IS
  • 42.
    GAPS! MAPS BUSINESS NEED:HOUSES____________ EMPLOYEE GROUP:_____________________ (AN OPERATIONAL GOAL FOR AN ORGANIZATION MEASURED IN NUMBERS) G Go for the SHOULD • In the future, the business should… • In the future, performance should… A Analyze the IS • Currently, the business is… • Currently, performance is… P Pin down the CAUSES • What’s going on/work environment • What are capability needs? Business SHOULDS Construct ten houses per quarter on time and under budget Business IS Averaging construction of six houses per quarter with quality issues and over budget by 50% Factors External to Organization Factors Internal to Organization Outside Business Unit Within Business Unit Performance SHOULDS •Project plan for each house •Workers frame a house in one day w/out mistakes •Plumbers lay pipe for each house in three days •All materials delivered complete and on time three days prior to use •Capable crew including foreman with ability to oversee multiple sites simultaneously Performance IS •Project plans missing and incomplete •Workers frame house in 3 days w/ mistakes •Plumbers lay pipe for each house in three days, but they spend lots of time waiting •Materials delivered incomplete and late •Crew has many new hires including a foreman; all lack basic skills Factors Internal to Individuals
  • 43.
    43 S P Pinpoint the causesWhat causes the gap between ‘should be’ and ‘as is’ A Analyze the ‘As Is’ What currently exists G Go for the Should What must be accomplished Select the solutions: what actions are needed to address root causes Go for the GAPS !
  • 44.
    PIN DOWN THECAUSES  When conducting a gap analysis, you identify performance gaps for purposes of determining and prioritizing actions needed to close those gaps. 1. What are the factors impacting performance? 2. What are the enhancers and barriers? 3. Are there factors external to the organization? 4. Are there factors internal to the organization such as work environment? 5. Are there factors internal to individuals such as capability? 44
  • 45.
    GAPS! MAPS BUSINESS NEED:HOUSES____________ EMPLOYEE GROUP:_____________________ (AN OPERATIONAL GOAL FOR AN ORGANIZATION MEASURED IN NUMBERS) G Go for the SHOULD • In the future, the business should… • In the future, performance should… A Analyze the IS • Currently, the business is… • Currently, performance is… P Pin down the CAUSES • What’s going on/work environment • What are capability needs? Business SHOULDS Construct ten houses per quarter on time and under budget Business IS Averaging construction of six houses per quarter with quality issues and over budget by 50% Factors External to Organization Factors Internal to Organization Outside Business Unit Within Business Unit Performance SHOULDS •Project plan for each house •Workers frame a house in one day w/out mistakes •Plumbers lay pipe for each house in three days •All materials delivered complete and on time three days prior to use •Capable crew including foreman with ability to oversee multiple sites simultaneously Performance IS •Project plans missing and incomplete •Workers frame house in 3 days w/ mistakes •Plumbers lay pipe for each house in three days, but they spend lots of time waiting •Materials delivered incomplete and late •Crew has many new hires including a foreman; all lack basic skills Factors Internal to Individuals
  • 46.
    WHAT ELEMENTS AREINVOLVED IN SUCCESSFUL PERFORMANCE IN OUR EXAMPLE? 46 People Attitude Skills & Knowledge Information & Knowledge Management Incentive Systems Processes Management Work Environment Production Systems Clear Goals & Objectives Outside Environment Market Conditions Competitive Practices Governmental Regulation Fortune & Misfortune Materials & Resources
  • 47.
    HOW DO YOUKNOW WHAT THE CAUSES OF THE GAPS ARE? 47 People Attitude Skills & Knowledge Information & Knowledge Management Incentive Systems Processes Management Work Environment Production Systems Clear Goals & Objectives Outside Environment Market Conditions Competitive Practices Governmental Regulation Fortune & Misfortune Materials & Resources GAP =
  • 48.
    GET DATA ONPERFORMANCE FROM STARS  Is there something that a small group of star performers does differently in their behaviors or in their approach that seems to be connected to the gap?  Ask those star performers, “Identify the specific business results or performance accomplishment that you think would make the difference. “  “Please walk me through the steps and actions you take to achieve this result.”  “Are there any steps or actions you would like to take that support this result but are not currently doing so? If yes, could you describe them?”  How do you know that you've accomplished this result in an excellent “manner? What criteria do you use to determine that the result was completed successfully?”  “What obstacles or barriers within our organization, if any, few encounters you work in support of this result?”  “What factors within our organization are supporting you as you work to achieve this result?” 48
  • 49.
    49 S P Pinpoint the causesWhat causes the gap between ‘should’ and ‘as is’ ? A Analyze the ‘As Is’ What currently exists: Business? Performance? G Go for the Should What must be accomplished: Business? Performance? Select the solutions: what actions are needed to address root causes? Go for the GAPS !
  • 50.
    Business Need PerformerGroup Performance SHOULD IS ASSESSING GAPS IN PERFORMANCE Operational SHOULD “X” IS “Y” YOU MUST START HERE WITH THE DESIRED OPERATIONAL RESULT Causal Linkage “If everyone did it, would it affect business needs?” GAP GAP 50
  • 51.
    Business Need PerformerGroup Performance SHOULD Causal Linkage “If everyone did it, would it affect business needs?” IS ASSESSING GAPS IN PERFORMANCE Operational SHOULD “X” IS “Y” Metrics Behaviors Be Specific! 51
  • 52.
    WHAT ARE THENECESSARY ELEMENTS IN SUCCESSFUL PERFORMANCE? 52 People Attitude Skills & Knowledge Information & Knowledge Management Incentive Systems Processes Management Work Environment Production Systems Clear Goals & Objectives Outside Environment Market Conditions Competitive Practices Governmental Regulation Fortune & Misfortune Materials & Resources
  • 53.
    HOW MIGHT YOUAPPLY GAP ANALYSIS IN YOUR LIFE? 53
  • 54.
  • 55.
    APPENDIX More stuff onGap Analysis 55
  • 56.
  • 57.
  • 58.
    PRACTICE: DISCUSS ASITUATION WHERE BUSINESS NEEDS ARE UNMET: WHERE IS THE GAP? 58 People Attitude Skills & Knowledge Information & Knowledge Management Incentive Systems Processes Management Work Environment Production Systems Clear Goals & Objectives Outside Environment Market Conditions Competitive Practices Governmental Regulation Fortune & Misfortune Materials & Resources
  • 59.
    OUR PROCESS SLA Instructional Design Event Checklist GAP worksheet Checklist for ‘Program' Development Thesewill all appear on shared drive soon Evaluation Checklist Business Need Questions 59
  • 60.
    ADDING VALUE  Glass Copper  Lead  Aluminum  Platinum  Tin  Chrome  Gold  Silver  Bromine  Mercury  Plastic Relationships/ architecture Innovation Reputation $599 $179 $187.51 $199 PERFORMANCE
  • 61.
    Assess what thebest do in the best way to achieve off-the- chart results. What do they do differently? How do they do it differently? What are the models that they employ to view their reality? Performance SHOULD Get to unfuzzy practices IS Find out what the best are doing differently from us To get at WHY we have a gap involves 61
  • 62.
    WE NEED AMODEL, A SCHEME TO UNDERSTAND WHERE GAPS CAN OCCUR IN VALUE CREATION 62 value
  • 63.
    ISBI HUMAN PERFORMANCEMODEL Organizational Analysis (Vision, mission, values, goals, and strategies) Environmental Analysis • Organizational environment (Society, stakeholders, and competition •Work environment (Resources, tools, human resources policies •Work (work flow, procedure, responsibilities and ergonomics) •Worker (knowledge, skill, motivation, expectations, and capacity) Desired work Performance Gap Analysis Actual State of Work Performance Intervention Selection, Design, and Development Cause Analysis Intervention Implementation and Change Lack of Environmental Support •Data, information, and feedback •Environmental support, resources , and tools •Consequences, incentives, or rewards Lack of Repertory of Behavior •Skills and knowledge •Individual capacity •Motivation and expectations Performance Analysis (Need or opportunity) Performance Support (instructional and non-instructional) Job analysis work design Personal development Organizational communication Organizational design and development Financial systems Change management Process consulting Employee development Communication, networking, and alliance building Evaluation Formative •Performance analysis •Cause analysis •Selection and design on interventions Summative •Immediate reaction •Immediate competence Confirmative •Continuing competence (Job transfer) •Continuing effectiveness (organizational impact) •Return on investment Meta evaluation or validation •Formative, summative, confirmative process •Formative, summative, confirmative, products •Lessons learned
  • 64.
    GOALS FULFILL CUSTOMERNEEDS The Customer Determines Value 1 Source of Goals 1 Source of Gaps
  • 65.
    WE NEED AMODEL, A SCHEME TO UNDERSTAND VALUE CREATION 65 We organize elements through performance to create value You can’t just throw resources out there and expect them to do something
  • 66.
    IF YOU ORGANIZETHE ELEMENTS POORLY… 66 … through performance or lack other components like systems there is a GAP between the value you wanted to create and the value that actually resulted
  • 67.
    ELEMENTS OF SUCCESSFULPERFORMANCE 67 People Attitude Skills & Knowledge Information & Knowledge Management Incentive Systems Processes Management Work Environment Production Systems Clear Goals & Objectives Outside Environment Market Conditions Competitive Practices Governmental Regulation Fortune & Misfortune Materials & Resources
  • 68.
    EXAMPLE: BUSINESS NEEDTO DEVELOP PRODUCTIVITY TOOLKITS FOR ALL ETS MANAGERS 68 People Attitude Skills & Knowledge Information & Knowledge Management Incentive Systems Processes Management Work Environment Production Systems Clear Goals & Objectives Outside Environment Market Conditions Competitive Practices Governmental Regulation Fortune & Misfortune Materials & Resources TO BE = 100% of managers w/ toolkit AS IS = 20% of managers w/ toolkit
  • 69.
    WHAT IS HAPPENINGHERE?  http://www.youtube.com/watch?v=I2HqW-AAb20 while they enter run on loop  World Record 2 Hour House - Exemplary Corporate Leadership  Another http://www.youtube.com/watch?feature=fvwp&v=mctUNUQSJ Co&NR=1  Amazing Team work construction 69
  • 70.
    WHAT IS GOINGON THERE? 70  Did they have desired end state  the ‘To Be’ of Business Needs?  Creation  Value  House  Did they have desired process  the way they wanted things to unfold  the ‘To Be’ of Performance  Amount of time  Number of people  Quality  Cost
  • 71.
    ADDING VALUE  Fabric Thread  Batting  Charms $250 $56 PERFORMANCE
  • 72.
    GAPS! MAPS BUSINESS NEED:___________________EMPLOYEE GROUP:_____________________ (AN OPERATIONAL GOAL FOR AN ORGANIZATION MEASURED IN NUMBERS) G Go for the SHOULD • In the future, the business should… • In the future, performance should… A Analyze the IS • Currently, the business is… • Currently, performance is… P Pin down the CAUSES • What’s going on/work environment • What are capability needs? Business SHOULDS Business IS Factors External to Organization Factors Internal to Organization Outside Business Unit Within Business Unit Performance SHOULDS Performance IS Factors Internal to Individuals Fill in your sheet and discuss for example
  • 73.
    GAPS! MAPS BUSINESS NEED:___________________EMPLOYEE GROUP:_____________________ (AN OPERATIONAL GOAL FOR AN ORGANIZATION MEASURED IN NUMBERS) G Go for the SHOULD • In the future, the business should… • In the future, performance should… A Analyze the IS • Currently, the business is… • Currently, performance is… P Pin down the CAUSES • What’s going on/work environment • What are capability needs? Business SHOULDS Business IS Factors External to Organization Factors Internal to Organization Outside Business Unit Within Business Unit Performance SHOULDS Performance IS Factors Internal to Individuals Fill in your sheet with example info
  • 74.
    WHAT DO WEMEAN BY ADDING VALUE?  The difference between cost of materials and labor to produce a product, and the sale price or mission impact of a product is the value added  Individuals through their skills, efforts, and knowledge EXPRESSED IN PERFORMANCE transform the organization's other resources to add value  Organizations through their architecture (or network of relationships), innovation, and reputation add value
  • 75.
    75 S P Pinpoint the causesWhat causes the gap between ‘should’ and ‘as is’ A Analyze the ‘As Is’ What currently exists G Go for the Should What must be accomplished Select the solutions: what actions are needed to address root causes Go for the GAPS !

Editor's Notes

  • #5 For those of you would looked at the materials from the last time that I offered the 10 tools series, you may notice a change in the sequence in which I am presenting the tools. I learned that there is one tool that is so fundamental it deserves primacy. And that is the Atom of Work. [Slide 2] All of the other tools that you see below will be ineffective — if not meaningless — unless there is use of the Atom of Work [Slide 4]
  • #8 The 10 tools are a set of ways of looking at the world in situations so as to be more effective. All of us at work are confronted with questions – if we bothered to be aware and we care about being successful – that need answers. And those answers must be more than mere prescriptions; those answers must contain within them the means by which we can make things different. The 10 tools are way for us to know more clearly what to do, to get things done more efficiently and more effectively with less breakdowns, to improve and strengthen our relationships that are critical to the success of any individual in any enterprise, to allow us to do capital C. change management, to lead teams to produce their objectives, and to solve problems.
  • #10 Not a substitute for other more sophisticated methods but a prelude This is to gain a rough idea You may need to drill deeper and longer This orients you to the notions of performance and gaps and causes
  • #16 http://www.kenblanchard.com/Store/Books_Audios/Leadership_Starters/Zap_the_Gaps/
  • #18 Here is a worksheet for carrying on the analysis
  • #19 http://www.kenblanchard.com/Store/Books_Audios/Leadership_Starters/Zap_the_Gaps/
  • #24 I emphasize that your ‘Go for the Should’ starts w/ questioning the Should: is this a real business need that they have set for me?
  • #29 Here is a worksheet for carrying on the analysis
  • #33 http://www.bkconnection.com/static/Performance_Consulting_2nd_Edition_EXCERPT.pdf
  • #37 Here is a worksheet for carrying on the analysis
  • #38 http://www.kenblanchard.com/Store/Books_Audios/Leadership_Starters/Zap_the_Gaps/
  • #39 It’s part of a constellation of factors.
  • #43 Here is a worksheet for carrying on the analysis
  • #44 http://www.kenblanchard.com/Store/Books_Audios/Leadership_Starters/Zap_the_Gaps/ You have to investigate, measure, and verify.
  • #46 Here is a worksheet for carrying on the analysis
  • #50 http://www.kenblanchard.com/Store/Books_Audios/Leadership_Starters/Zap_the_Gaps/
  • #61 Chris may have put the cat amongst the pigeons somewhat with his posting Apple iPhone vs Google Nexus One: iPhone Wins First Round [Or Why Shouldn’t You Buy a Nexus One Android Smartphone Now] but did you know that the Google Nexus One Smartphone is reportedly cheaper, in terms of the raw cost of components, than the iPhone? According to a report by iSuppli this is indeed the case with the Nexus One coming in with, they say (post analysis of its raw components) a manufacturing raw material cost of some $174 whilst the iPhone – specifically the iPhone 3GS – reportedly comes in at some $179. Of course the Nexus One packs in newer components such as a faster CPU and a larger AMOLED touchscreen display, but, thanks to sporting just 4GB of memory courtesy of a microSD card versus the minimum 16GB of onboard capacity offered up by the iPhone 3GS the iPhone apparently comes in at a slightly higher cost in terms of materials. Read: Google Nexus One Cheaper to Build Than iPhone? [Nexus One Estimated to Cost $174 to Manufacture, $5 Less than iPhone] » TFTS – Technology, Gadgets & Curiosities
  • #65 Explain Value Explain that Mission and overall strategy are broader source of goals
  • #72 My Notes: This is the Susan David version of TJ’s iPhone example. I’m not a technophobe, but this example resonates more with me. I suspect we all have something personal that would give you a concrete example of adding value.
  • #75 Only if the organization itself adds value is there an asset that belongs to the firm.  When the organization’s performance rests solely on the talents of the people in it, then the rewards of that performance accrue to these individual talents, rather than to the organization Page 17. John Kay TJ: What’s the technical definition of adding value? It drives our structure, roles, strategy as it does for other organizations.
  • #76 http://www.kenblanchard.com/Store/Books_Audios/Leadership_Starters/Zap_the_Gaps/