The document discusses common issues with Continuous Improvement (CI) implementations in shared service centers and outlines a proposed approach to redefining CI. It notes that CI initiatives often fail due to a lack of focus on cultural foundations like developing people-centric leadership and clear communication of purpose. The proposed approach emphasizes establishing strong cultural foundations first through leadership training, clarifying roles and priorities, and focusing on coaching skills before implementing extensive tools and initiatives. It suggests CI success relies on creating a psychologically safe environment where people feel supported versus overloaded with initiatives.

1. 23 years in
Finance,
Consulting,
Coaching, SSC

2. SSC Job Misery
300,000+ people
working in SSC/Outsourcing in
CEE region*
we have the opportunity
to affect millions socially
by enabling people to enjoy work
more, whilst delivering more value
from our Region.

3. CI getting a bad image
Stop searching for definitive proof that
Lean works. Stop spending valuable
time being cynical and, instead, use
that time to experiment with a new
way of thinking and behaving. Show
me one element of Lean that makes no
sense. Show me one thing that will
harm rather than heal an operation...
Karen Martin Group

4. Re-defining Continuous Improvement
1. What do we mean by CI and Lean?
2. Some common CI implementation patterns
3. Re-defining the focus onto cultural foundations

5. “Everyone talks about
Lean, Continuous
Improvement, Agile and
Six Sigma but are really
we talking the same
language?
What is CI?

6. • Lean focuses on waste reduction and speed
What is CI?
Source: Karen Martin Group
• Six Sigma focus on quality and variation elimination
• Lean is Qualitative, Six Sigma is Quantitative
• Lean doesn’t use statistical models like Six Sigma
• Lean is a process improvement methodology
• CI is a simpler form of Lean
• Lean is event based, CI is daily improvement

7. • Holistic performance improvement methodology
•A business management approach NOT a tool
•Quality is at it’s core
•Fact based but avoid analysis – paralysis
•Bias to iterative action & experiments
•Takes a long, long time of effort
Definition is important
Source: Karen Martin Group

8. SSC
Foundations
Clarity of
Purpose
Clear Roles &
Structure
Clear Systems
& Processes
Clear Focus &
Priorities

9. Know Me as a person
not just a worker
Show Me why our
work matters and who to
Focus Me on results
& improving myself
Use Me for my
strengths each day
Surround Me with
people with same values
“5 signs of a miserable SSC job”
1. Anonymity
2. Irrelevance
3. Immeasurability
4. Weaknesses
5. Mistrust
Ask me
for a copy

10. SSC Culture
Know Me as a person
not just a worker
Show Me why our
work matters and who to
Focus Me on results
& improving myself
Use Me for my
strengths each day
Surround Me with
people with same values
Without People Passion there is no CI

11. Source: C2 Group
Passion

12. SSC
Foundations
SSC Culture
Know Me as a person
not just a worker
Show Me why our
work matters and who to
Focus Me on results
& improving myself
Use Me for my
strengths each day
Surround Me with
people with same values
Clarity of
Purpose
Clear Roles &
Structure
Clear Systems
& Processes
Clear Focus &
Priorities

13. People
Philosophy
Tools
Practices
Leaders
Philosophy
Clarity of
Purpose
Clear Roles &
Structure
Clear Systems
& Processes
SSC Culture
Know Me as a person
not just a worker
Show Me why our
work matters and who to
Focus Me on results
& improving myself
Use Me for my
strengths each day
Surround Me with
people with same values
Clear Focus &
Priorities
GLUEGLUE
CI
Principles
SSC
Foundations

14. Re-defining Continuous Improvement
1. What do we mean by CI and Lean?
2. Some common CI implementation patterns
3. Re-defining the focus onto cultural foundations

15. People
Philosophy
Leaders
Philosophy
Know Me as a person
not just a worker
Show Me why our
work matters and who to
Focus Me on results
& improving myself
Use Me for my
strengths each day
Surround Me with
people with same values
Clarity of
Purpose
Clear Roles &
Structure
Clear Systems
& Processes
Clear Focus &
Priorities
The Leaders philosophy is key
Tools
Practices

16. “They make us do A3’s
for every single thing, its
exhausting and really no
fun at all. I really don’t
see what the benefit to
us is.”
Mechanical
Team Leader

17. Know Me as a person
not just a worker
Show Me why our
work matters and who to
Focus Me on results
& improving myself
Use Me for my
strengths each day
Surround Me with
people with same values
Clarity of
Purpose
Clear Roles &
Structure
Clear Systems
& Processes
Clear Focus &
Priorities
Initiative overload
People
Philosophy
Leaders
Philosophy
Tools
Practices

18. “We are changing
structure into GPO
roles at the same
time as
implementing CI and
a new system, it’s
insane...”
Lack of Focus

19. People
Philosophy
Leaders
Philosophy
Tools
Practices
Know Me as a person
not just a worker
Show Me why our
work matters and who to
Focus Me on results
& improving myself
Use Me for my
strengths each day
Surround Me with
people with same values
Clarity of
Purpose
Clear Roles &
Structure
Clear Systems
& Processes
Clear Focus &
Priorities
Lack of Investment in coaching

20. unspoken reality of new SSC team
leads / managers
“My team expect me to have all the answers”
“The company values expertise not people skills”
“I sometime feel incompetent and am afraid to say
when I don’t know, it’s better to cover up”
Not Knowing: The Art of Turning Uncertainty
into Opportunity

21. Know Me as a person
not just a worker
Show Me why our
work matters and who to
Focus Me on results
& improving myself
Use Me for my
strengths each day
Surround Me with
people with same values
Clarity of
Purpose
Clear Roles &
Structure
Clear Systems
& Processes
Clear Focus &
Priorities
Not getting your own house clean
People
Philosophy
Leaders
Philosophy
Tools
Practices

22. “It’s not our fault the
process is not efficient,
it’s procurements,
suppliers and treasury
teams mistakes that
make our life a
problem...”
Victim Teams
AP Team

23. Re-defining Continuous Improvement
1. What do we mean by CI and Lean?
2. Some common CI implementation patterns
3. Re-defining the focus onto cultural foundations

24. “Without an atmosphere where
people feel safe and open to coaching,
challenging and feedback, you cannot
hope to sustain any CI or Lean
philosophy”
the leader goes first...

25. Finally, consider the principle that your key
enabler is the people management
capability of your middle managers and
front line team leaders.
Invest, train and support core group of
willing middle managers and Lean/CI
coaches / Buddies.

26. Our foundation strategy at CC
Know
Me as a person
not just a
worker
Show Me why
our work
matters and
who to
Focus Me
on results &
improving
myself
Use Me
for my
strengths each
day
Surround Me
with people
with same
values
Business Model
You
•Emotional intelligence and 6 leadership styles (or equivalent) training and coaching
•Team Leader Action learning
Strengths
profiling
•Re-think how effective your performance management,
1:1 processes & workforce planning methodology is
Leader defined
vision and
“Quality”
definition
published
Continuous Improvement approach to be
defined
Career Pathways

27. Suggested follow up:
http://www.ksmartin.com/webinars/
http://succeedwithci.com/