2. We believethat all organizations hold great potential
that can be realized through their performance.
3. We believethat all organizations hold great potential
that can be realized through their performance.
But only if they don’t have so many distractions
holding them back.
5. We’ve seen time and again that when organizations remove
distractions and interferences in the key areas of Planning, People
and Processes they are primed for successbecause they have the
clarity to focus on what really matters.
6. When an organization is confident in their Planning, People,
Processes, they have the ability to grow, innovate and prosper.
11. Surrounding this are three additional triangles – Planning, People and Processes. Each
one of these elements contributes to the changes in an organization’s performance.
12. Surrounding this are three additional triangles – Planning, People and Processes. Each one
of these elements contributes to the changes in an organization’s performance.
ThetriangleisaGreeksign‘Delta’,meaning“achangein.”Through theinclusionofPlanning,PeopleandProcesses,thereisachangeinthePerformanceoftheorganization.
13. 1. Planning
Before an organization can evolve it must understand what it wants to be
in the future, its possibilitiesand how to get there.
PLANNING
14. Until this area isclear and free of distractions, it is
difficult to move forward.
PLANNING
15. It is important to have a clear plan that sets the direction
for your organization.This plan is achieved through vision,
strategy and actions.
PLANNING
16. Only with clear objectives for your future direction can
people be committed to working towards them and
processes be developed to drive you to new performance.
PLANNING
18. The three stages of Planning:
Vision
Planning what the future lookslike,
how it developsin the future and
what could be stopping you from
achieving that vision.
PLANNING
19. The three stages of Planning:
Vision
Planning what the future lookslike,
how it developsin the future and
what could be stopping you from
achieving that vision.
Strategy
Once the vision has beenestablished,
the workof developingthe strategy
begins.The purpose of the strategy is
to begin mapping out the“how’s”of
reaching the vision and identifying
how to proceedwith the least
amount of distractions and
interferences.
PLANNING
20. The three stages of Planning:
Vision
Planning what the future lookslike,
how it developsin the future and
what could be stopping you from
achieving that vision.
Strategy
Once the vision has beenestablished,
the workof developingthe strategy
begins.The purpose of the strategy is
to begin mapping out the“how’s”of
reaching the vision and identifying
how to proceedwith the least
amount of distractions and
interferences.
Action
Thefinal task of the planning stage is
determiningthe actions that are
required to makethe vision and
strategy a reality.Theseactions must
be more than just notes on a page,
they must beactions that can be
assigned, and where teamsand
peoplecan beheldaccountable.
PLANNING
21. Without a vision and strategy firmly in place and actions to move
it forward, there will be no focuson what isreally important.
PLANNING
22. 2. People
It takes people to carry the charge for your organization; individuals who
are fully prepared to be both responsive and responsible to meeting the
needs of your clients and organization.
PEOPLE
23. It is vital that the people in your organization be fully engaged.
This means not only engaged with the mission, goals and
direction, but also enabled with the proper tools, resources,
skills, knowledge and training, and energized through a
healthy corporate culture, team environment and personal
development.
PEOPLE
24. When we remove distractions in the People area of
organizations, we are generally looking at sustainable
employee engagement, implementing solutions that
create the right working environments and cultures so
that employees have the confidence to do their jobs to
the best of their abilities and organizations have the
direction and clarity they need to succeed.
PEOPLE
26. Sustainable employee engagement focuses on three factors:
Traditional Engagement
Employeesunderstand and believein
organizational goals and objectives.
They have an emotional connection
(often pride)with the organization
and are willingto give extra effort.
PEOPLE
27. Sustainable employee engagement focuses on three factors:
Traditional Engagement
Employeesunderstand and believein
organizational goals and objectives.
They have an emotional connection
(often pride)with the organization
and are willingto give extra effort.
Enablement
Employeesskills are matched to their
tasks, and their abilities are used
optimally. As well,they have access
to the resources they needto do their
jobs – information, technology, tools
and equipment, training and
financial support.
PEOPLE
28. Sustainable employee engagement focuses on three factors:
Traditional Engagement
Employeesunderstand and believein
organizational goals and objectives.
They have an emotional connection
(often pride)with the organization
and are willingto give extra effort.
Enablement
Employeesskills are matched to their
tasks, and their abilities are used
optimally. As well,they have access
to the resources they needto do their
jobs – information, technology, tools
and equipment, training and
financial support.
Energy
Theorganization creates an
environment that focuses on the
physical, emotional and social well-
beingof employeeswhere theyfeel
cared about as individuals.
PEOPLE
29. When the right people are in the right positions and have the right tools,
support and environment to work in, performance is easy to achieve.
PEOPLE
30. 3. Processes
The right processes mustbe in place to help the people in your
organization deliver on the plan.
PROCESSES
31. You can develop endless processes, but if they are not
easily understood and repeatable by the people charged
with carrying them out, they will be ineffective and
reduce productivity.They must be efficient, but more
importantly, they must be the right processes for the
people who need to use them.
PROCESSES
32. Not having the right processes in place can cause
frustration and confusion in organizations. Processes
must be developed to support the objectives and goals
identified in the Planning stage.
PROCESSES
33. These processes need to be balanced between the goals
and objectives that have been established. Focusing only
on one objective may result in the processes actually
undermining the organization’s performance.
PROCESSES
34. The three key areas to streamlining processes:
PROCESSES
35. The three key areas to streamlining processes:
Alignment
The processes that are developed
must align with your organization’s
goals and objectives.They must also
be aligned with the strategies that
were laid out in the Planning stage.
Only when alignment is in place can
the processescontribute to the
organization’s developmentand
performance. Often processesneed
to bere-designedto meetthe
evolvingneedsof an organization or
newobjectives.
PROCESSES
36. The three key areas to streamlining processes:
Alignment
The processes that are developed
must align with your organization’s
goals and objectives.They must also
be aligned with the strategies that
were laid out in the Planning stage.
Only when alignment is in place can
the processescontribute to the
organization’s developmentand
performance. Often processesneed
to bere-designedto meetthe
evolvingneedsof an organization or
newobjectives.
Efficiency
There’s nothing more distracting and
harmful to productivity than a
process the is inefficient. Processes
must produce the desired result in
the most efficient manner. At the
sametime, the process must
maintain the quality of the result.
PROCESSES
37. The three key areas to streamlining processes:
Alignment
The processes that are developed
must align with your organization’s
goals and objectives.They must also
be aligned with the strategies that
were laid out in the Planning stage.
Only when alignment is in place can
the processescontribute to the
organization’s developmentand
performance. Often processesneed
to bere-designedto meetthe
evolvingneedsof an organization or
newobjectives.
Efficiency
There’s nothing more distracting and
harmful to productivity than a
process the is inefficient. Processes
must produce the desired result in
the most efficient manner. At the
sametime, the process must
maintain the quality of the result.
Usability
Processes must be stable. If processes
are in a state of flux, efficiency
cannot bemaintained. Processes
mustberefinedand developedso
that they are repeatable.Ensuring
that your processesare measurable
and regularlycollecting data on them
will helpyou ensure that they are
usableand willhelpyou achieve your
vision.Theprocessesmust be
adoptable by the peoplethat needto
performthem. Ifa process requires a
certain skilllevel,it must bedesigned
at a levelthat allowsthe workforceto
be trained to performit. Peoplemust
understand not only how to perform
the processes, but also understand
how it is vital to the organization’s
objectivesand goals.
PROCESSES
39. Look at it this way, you can have a great plan, but without the
right people and processes in place to execute it, it means
40. You can have streamlined and efficient processes, but if
they don’t align with the plan, they are, at best, little help,
and, at worst, a distraction from more important work. Or
if the people who need to use them aren’t training in the
right skills; or the processes weren’t designed to fit in with
their work in a seamless way, they won’t use them.
41. And people without a plan to follow or the right processes
to utilize are never going to reach their peak performance,
no matter how confident, competent and motivated they
are.
42. And the backbone of this whole setup is data.Only by
having the right information connected to specific business
requirements can you implement the changes in these
areas that you can be confident will improve performance.
Weaved throughout Planning, People and Processes data
plays an integral role, from using it to make evidence-
based decisions in the planning phase, to making sure your
people have the right information to do their work, to
creating metrics in order to refine processes and make them
more efficient and useable. Data is everywhere.
43. We believe all organizations should be able to measure
their performance and decisions should always be
backed by evidence.
44. Not only is it desirable to run an organization based on solid
information, but it is the only way to reach your true potential.
45. Not only is it desirable to run an organization based on solid
information, but it is the only way to reach your true potential.
Poor data, confusing data or not
enough data is a huge distraction for
organizations.
Just as frustrating is having data, but
not knowinghow to connect it to
business requirements to move
forward.
46. Data isn’t just for IT people.
It’s for everyone.
People and organizations are far more successful when they have
the right tools in their hands and know how to use them versus
merely using intuition or watching what the next guy is doing.
YOU NEEDTO HAVETHE RIGHT DATA AND KNOW HOWTO USE IT.
47. When these four triangles are combined, a fifth triangle
emerges, embracing all of them.This triangle embodies
the organization.
48. Management
Client
Traditionally, the organizational structure places
management at the top making decisions that filter
downwards and culminate in the product or service that
client receives at the bottom.
49. However, through the Delta P4 Model of integrating the
four elements, the organizational structure becomes
inverted, placing the client on top.Thus,it is the client
who communicates their needs to the frontline staff and
drives the direction of the organization.
Management
Client
50. Senior leadership must then create a plan to meet these needs,
ensure their people are engaged with the plan and responsive
to meet the needs of the client and have the right processes in
place to fulfill the plan.
51. Along thisroute they mustmake sure that the right
data is being collected to measure the key performance
indicators so adjustments can be made if necessary.
Only through evidence-based decisions will they be
able to make certain that the needs of the client are
being fully met and the organization is growing in the
right direction.
52. In the end, everything comes full circle. By setting forth
to change performance, your organization focuses on
improving its three core areas, measuring your progress
through data. By doing so, you change the very set-up of
the organization – listening and communicating to the
client more and therefore discovering what you must
accomplish in order to meet their needs. By knowing
these needs you can more efficiently and effectively
meet them, and therefore improve performance.
53. And the entire model scales.Not only isit true at an
organizational level, but at a departmental one and
down to individual projects. Every project has Planning,
People and Processes associated with it. And if you
ignore any of these – if you don’t remove the
distractions and interferences in each area and optimize
the ability to take advantage of opportunities in each
one – the project will never meet itsmaximum
potential.
54. Contact us today to see how we can use this model to remove
your distractions and help you focus on what really matters.
