A System-Wide Approach to Driving Process ImprovementKaiNexus
In this KaiNexus continuous improvement webinar:
1. Get actionable advice from lessons learned in Kettering Health Network's 5 year process improvement journey
2. See how Kettering's system-wide approach to projects, training, and daily problem solving led to $2.6 million of financial impact last year
3. Learn about KaiNexus, the continuous improvement software platform that spread continuous improvement by enabling change management and accountability within the system
Watch the webinar here: http://info.kainexus.com/continuous-improvement/culture-of-continuous-improvement/a-system-wide-approach-to-driving-process-improvement/webinar/signup
Strategy Deployment: Driving Strategies Across the SystemKaiNexus
A webinar presented by Presented by Bill Griffith, AVP Integration and Standardization at Broward Health
Hosted by KaiNexus and Mark Graban
In this webinar, Bill will present on:
Background of strategy deployment
Driving factors to utilize KaiNexus
Identifying system strategies
Connecting hospital strategies
Lessons learned
Questions and answers
Bill Griffith has worked as a senior executive coach to transform healthcare by eliminating waste, over $1 Billion in cost enhancements, and reducing length of stay while increasing volume in key service lines. Bill has a strong operational background in Lean Six Sigma, implementing in multiple industries around the world. He has identified process improvements that have eliminated millions of dollars of waste while adding time back for customers and associates.
Applying Strategy Deployment to Your Personal GoalsKaiNexus
Presented by Jess Orr
This webinar covers topics including:
- Grasp the basic concepts of the Hoshin Kanri strategy deployment process
- Contrast the Hoshin Kanri approach with other strategy and goal-setting methods
- Learn how to use the Hoshin process for personal goal development and execution
- Gain actionable understanding of how you can apply Hoshin Kanri in your own life
Jess Orr
Jess is a continuous improvement thinker and practitioner with 10+ years experience in a variety of industries, including automotive at Toyota. She holds a bachelor's degree in mechanical engineering from Virginia Tech and two Six Sigma Black Belt certifications.
In her current role, Jess applies her passion for people and processes to empower her fellow employees to make impactful and sustainable improvements. You can connect with her on LinkedIn. Her website and blog can be found at www.yokotenlearning.com.
A System-Wide Approach to Driving Process ImprovementKaiNexus
In this KaiNexus continuous improvement webinar:
1. Get actionable advice from lessons learned in Kettering Health Network's 5 year process improvement journey
2. See how Kettering's system-wide approach to projects, training, and daily problem solving led to $2.6 million of financial impact last year
3. Learn about KaiNexus, the continuous improvement software platform that spread continuous improvement by enabling change management and accountability within the system
Watch the webinar here: http://info.kainexus.com/continuous-improvement/culture-of-continuous-improvement/a-system-wide-approach-to-driving-process-improvement/webinar/signup
Strategy Deployment: Driving Strategies Across the SystemKaiNexus
A webinar presented by Presented by Bill Griffith, AVP Integration and Standardization at Broward Health
Hosted by KaiNexus and Mark Graban
In this webinar, Bill will present on:
Background of strategy deployment
Driving factors to utilize KaiNexus
Identifying system strategies
Connecting hospital strategies
Lessons learned
Questions and answers
Bill Griffith has worked as a senior executive coach to transform healthcare by eliminating waste, over $1 Billion in cost enhancements, and reducing length of stay while increasing volume in key service lines. Bill has a strong operational background in Lean Six Sigma, implementing in multiple industries around the world. He has identified process improvements that have eliminated millions of dollars of waste while adding time back for customers and associates.
Applying Strategy Deployment to Your Personal GoalsKaiNexus
Presented by Jess Orr
This webinar covers topics including:
- Grasp the basic concepts of the Hoshin Kanri strategy deployment process
- Contrast the Hoshin Kanri approach with other strategy and goal-setting methods
- Learn how to use the Hoshin process for personal goal development and execution
- Gain actionable understanding of how you can apply Hoshin Kanri in your own life
Jess Orr
Jess is a continuous improvement thinker and practitioner with 10+ years experience in a variety of industries, including automotive at Toyota. She holds a bachelor's degree in mechanical engineering from Virginia Tech and two Six Sigma Black Belt certifications.
In her current role, Jess applies her passion for people and processes to empower her fellow employees to make impactful and sustainable improvements. You can connect with her on LinkedIn. Her website and blog can be found at www.yokotenlearning.com.
Cascading Strategy Through Hoshin Kanri (Strategy Deployment)KaiNexus
In this webinar you will:
- Learn about the purpose and building blocks of hoshin kanri
- Understand how health care organizations arrive at and use hoshin
- Understand why hoshin is the quintessential PDSA and how experience with small tests of change and A3s create a foundation for hoshin
- Learn about some common rocks in the hoshin road and what can be done about them
Presenters:
Joanna Omi
Principal | Rona Consulting Group, the Lean practice of Moss Adams
Craig Vercruysse
Principal, CEO | Rona Consulting Group, the Lean practice of Moss Adams
On 24 July 2009, I was fortunate enough to speak at the BA World conference in Wellington, to talk about Centres of Excellence for business analysis, how aiming for excellence would help us overcome some of our challenges, on what those first steps would look like. This was the first public airing of the early stages of what would evolve to become my practice development approach.
Leading with Respect: Standard Work for Frontline LeadersKaiNexus
Recording: https://info.kainexus.com/continuous-improvement/continuous-improvement-leadership/standard-work-for-frontline-leaders/webinar/signup
Presented by
Jen Ashley, Care Center Site Supervisor for Practice Design
Didier Rabino, Client Advisor for Value Capture
Leader standard work is an essential component in a lean environment. The fact is that using lean with processes without changing leadership principles and practices never goes well. Consequently, when leaders stick to their old ways the new lean processes will eventually break.
Didier Rabino, Client Advisor at Value Capture and Jennifer Ashley, Site Supervisor Sutter Health will discuss “Leading with Respect: Standard Work for Frontline Leaders." They will share the concepts of frontline leader standard work and their practical applications.
Learning Objectives:
Explain the frontline leader's role and responsibilities
Define processes and tools to support the frontline leader’s SW
Impactful Methods to Benefit Organizational Knowledge Management and Continuo...KaiNexus
Presented on February 10 from 1:00 - 2:00 pm ET as part of the KaiNexus Continuous Improvement Webinar Series.
Presented by Dr. Cynthia J. Young, Founder/CEO of CJ Young Consulting, LLC
In this webinar, you will hear about some of the methods used in practicing knowledge management that also support achieving continuous improvement goals.
Methods we will discuss include:
Checklists and check sheets
Reports
Lessons learned
After action reviews
Mapping (Process, Knowledge, and Mind)
Communities of practice
Kanban
Gamification
Battle rhythms
When you use these methods, you reduce the training required to bring your team up for speed, you can keep costs low because you aren’t having to buy new tools, and it helps your workforce become better problem solvers. This webinar will also be beneficial for ISO 9001-2015 certified organizations since it includes knowledge management, as Clause 7.1.6 Organizational Knowledge and ISO 30401:2018 Knowledge Management Systems, while not a certifiable requirement, is applicable to any organization.
Dr. Cynthia “Cindy” J. Young is the Founder/CEO of CJ Young Consulting, LLC, a knowledge management consulting firm, as well as a curriculum developer and instructor with Leidos. About a decade ago, she retired as a Surface Warfare Officer after 23 years in the U.S. Navy which is where her love for knowledge management began.
She holds professional certifications as a Project Management Professional, a Lean Six Sigma Master Black Belt, and as an ASQ-Certified Manager of Quality/Organizational Excellence. Cindy is a past-Chair of ASQ Tidewater, Section 1128 in Virginia Beach as well as having held terms as the Vice Chair and Secretary.
Her doctoral study, Knowledge Management and Innovation on Firm Performance of United States Ship Repair, provided her the opportunity to gain additional professional and academic expertise to facilitate improvements in organizational knowledge management. In September 2020, she gave a TEDx Talk called “A Knowledge Mindset: What You Know Comes from Where You Sit" which provides actions organizations can take to improve trust and retention through use of knowledge management practices.
Jacqui Alexander and Margaret Huggins shared the story of GSK's internally developed Accelerating Delivery & Peformance (ADP) initiative, which was instigated in 2009 to help GSK execute its strategy brilliantly.
Making It Stick: A Four-Step Process for Creating Sustainable ChangeTKMG, Inc.
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
This is a presentation I gave at the American Society for Quality Lean and Six Sigma Conference in Phoenix, AZ in March 2011.
Leading Transformation and Accelerating Change at Scale - Apr 20 2021 - Dave ...Dave Litwiller
In response to a burst of requests from the scale-up community for help working through the issues with larger magnitude change initiatives, here is a set of highlight thoughts and preferred approaches.
ThinkTank collaboration software transforms the way people work together, enabling leaders to realize extraordinary results from their teams. Powered by a patented Collaboration-as-a-Service platform, ThinkTank provides leaders with best practice collaborative business apps that accelerate the journey to shared understanding and breakthrough solutions.
Developed by the world’s leading researchers in digital collaboration, ThinkTank’s suite of agenda design, crowdsourcing, crowd computing, and collaborative workflow solutions transform the results of workgroups, projects, strategic initiatives, and organizational processes.
Organizations like Procter & Gamble, Deloitte, EY, Barclays, AIG, FMC Technologies, and NASA have used ThinkTank to radically accelerate innovation, enhance operations, and solve their toughest problems. ThinkTank consulting partners, including Deloitte, EY, and PwC, rely on our collaboration software to dramatically improve business performance for their clients.
Cascading Strategy Through Hoshin Kanri (Strategy Deployment)KaiNexus
In this webinar you will:
- Learn about the purpose and building blocks of hoshin kanri
- Understand how health care organizations arrive at and use hoshin
- Understand why hoshin is the quintessential PDSA and how experience with small tests of change and A3s create a foundation for hoshin
- Learn about some common rocks in the hoshin road and what can be done about them
Presenters:
Joanna Omi
Principal | Rona Consulting Group, the Lean practice of Moss Adams
Craig Vercruysse
Principal, CEO | Rona Consulting Group, the Lean practice of Moss Adams
On 24 July 2009, I was fortunate enough to speak at the BA World conference in Wellington, to talk about Centres of Excellence for business analysis, how aiming for excellence would help us overcome some of our challenges, on what those first steps would look like. This was the first public airing of the early stages of what would evolve to become my practice development approach.
Leading with Respect: Standard Work for Frontline LeadersKaiNexus
Recording: https://info.kainexus.com/continuous-improvement/continuous-improvement-leadership/standard-work-for-frontline-leaders/webinar/signup
Presented by
Jen Ashley, Care Center Site Supervisor for Practice Design
Didier Rabino, Client Advisor for Value Capture
Leader standard work is an essential component in a lean environment. The fact is that using lean with processes without changing leadership principles and practices never goes well. Consequently, when leaders stick to their old ways the new lean processes will eventually break.
Didier Rabino, Client Advisor at Value Capture and Jennifer Ashley, Site Supervisor Sutter Health will discuss “Leading with Respect: Standard Work for Frontline Leaders." They will share the concepts of frontline leader standard work and their practical applications.
Learning Objectives:
Explain the frontline leader's role and responsibilities
Define processes and tools to support the frontline leader’s SW
Impactful Methods to Benefit Organizational Knowledge Management and Continuo...KaiNexus
Presented on February 10 from 1:00 - 2:00 pm ET as part of the KaiNexus Continuous Improvement Webinar Series.
Presented by Dr. Cynthia J. Young, Founder/CEO of CJ Young Consulting, LLC
In this webinar, you will hear about some of the methods used in practicing knowledge management that also support achieving continuous improvement goals.
Methods we will discuss include:
Checklists and check sheets
Reports
Lessons learned
After action reviews
Mapping (Process, Knowledge, and Mind)
Communities of practice
Kanban
Gamification
Battle rhythms
When you use these methods, you reduce the training required to bring your team up for speed, you can keep costs low because you aren’t having to buy new tools, and it helps your workforce become better problem solvers. This webinar will also be beneficial for ISO 9001-2015 certified organizations since it includes knowledge management, as Clause 7.1.6 Organizational Knowledge and ISO 30401:2018 Knowledge Management Systems, while not a certifiable requirement, is applicable to any organization.
Dr. Cynthia “Cindy” J. Young is the Founder/CEO of CJ Young Consulting, LLC, a knowledge management consulting firm, as well as a curriculum developer and instructor with Leidos. About a decade ago, she retired as a Surface Warfare Officer after 23 years in the U.S. Navy which is where her love for knowledge management began.
She holds professional certifications as a Project Management Professional, a Lean Six Sigma Master Black Belt, and as an ASQ-Certified Manager of Quality/Organizational Excellence. Cindy is a past-Chair of ASQ Tidewater, Section 1128 in Virginia Beach as well as having held terms as the Vice Chair and Secretary.
Her doctoral study, Knowledge Management and Innovation on Firm Performance of United States Ship Repair, provided her the opportunity to gain additional professional and academic expertise to facilitate improvements in organizational knowledge management. In September 2020, she gave a TEDx Talk called “A Knowledge Mindset: What You Know Comes from Where You Sit" which provides actions organizations can take to improve trust and retention through use of knowledge management practices.
Jacqui Alexander and Margaret Huggins shared the story of GSK's internally developed Accelerating Delivery & Peformance (ADP) initiative, which was instigated in 2009 to help GSK execute its strategy brilliantly.
Making It Stick: A Four-Step Process for Creating Sustainable ChangeTKMG, Inc.
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
This is a presentation I gave at the American Society for Quality Lean and Six Sigma Conference in Phoenix, AZ in March 2011.
Leading Transformation and Accelerating Change at Scale - Apr 20 2021 - Dave ...Dave Litwiller
In response to a burst of requests from the scale-up community for help working through the issues with larger magnitude change initiatives, here is a set of highlight thoughts and preferred approaches.
ThinkTank collaboration software transforms the way people work together, enabling leaders to realize extraordinary results from their teams. Powered by a patented Collaboration-as-a-Service platform, ThinkTank provides leaders with best practice collaborative business apps that accelerate the journey to shared understanding and breakthrough solutions.
Developed by the world’s leading researchers in digital collaboration, ThinkTank’s suite of agenda design, crowdsourcing, crowd computing, and collaborative workflow solutions transform the results of workgroups, projects, strategic initiatives, and organizational processes.
Organizations like Procter & Gamble, Deloitte, EY, Barclays, AIG, FMC Technologies, and NASA have used ThinkTank to radically accelerate innovation, enhance operations, and solve their toughest problems. ThinkTank consulting partners, including Deloitte, EY, and PwC, rely on our collaboration software to dramatically improve business performance for their clients.
Applying TQM and the Toyota Production System in Development of Software Arti...Dave Litwiller
Adapting TPS Tools and Techniques for Enterprise TQM to Software, Artificial Intelligence, Machine Learning and Deep Learning Development Organizations
The Agile Learning Organization - Dave Litwiller - Sept 17 2020 - PublicDave Litwiller
Adapting Organizational Capabilities in Scale-up Technology Businesses to Thrive in the Strategic Environment using the Principles of TQM
- Enhance organizational learning capacity and agility
- Build connective capacity across functions and time horizons, to counter tendencies toward silos
- Develop leadership bandwidth at all levels to expand institutional capability for productive change
The Value Management SIG presented Chris Samson and Daniel Rahamim from London Underground who offered an insight to the organisational approach of implementing Lean principles in one of London Underground's major upgrade programmes.
Want to ensure everything you do adds value to your business? Want to make a real difference to business performance and customer satisfaction?
This challenge was taken up by London underground’s Sub Surface Upgrade Programme (SUP) 18 months ago amidst a time of cost savings, programme review and ever increasing expectations and scrutiny from our stakeholders and customers.
An Executive Insider's Guide to Enterprise Agile TransformationScott Richardson
Gain insights and learn real-world strategies and techniques for leading an enterprise or divisional Agile transformation as an executive or senior leader of a large organization.
Change Management processes typically provides a system of planning, scheduling, implementing, and tracking changes that need to be completed within an organization
“Ensure that standardized methods and techniques are used for efficient and prompt handling of all changes in order to prevent change-related incidents”.
Jason Tanner and Laura Richardson discuss a better way to engage a workforce in making difficult decisions about how to cut costs best for the organization and best for the workforce. Collaborative Cost Cutting which leverages frameworks from participatory budgeting and from Scaled Agile Framework, leads to better alignment and better decisions.
This is a capability introduction document for Continuous Improvement and Innovation By Alan Cay Culler and Richard W. Taylor of the Results-Alliance LLC
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
3. Conference Call Dial In Number
The conference call will begin at 12:45pm
• 1-800-511-7985
• Access code and pin: 241230-1265
Who is Here?
• Where are you today?
• In what one or two ways have you been able to apply
what you’ve been learning in the Series?
5. Series Outcomes
• Understand and be able to apply the six RTSC
principles to accelerate all of your change work
• Know the best ways, best times, and best people
to include in your change work to achieve the best
results
• Understand how to identify key leverage points to
accelerate your change work
• Gain insights that you can act on right away
• Know ways that you can support or sabotage your
efforts
6. To understand the Areas of Work of
RTSC so you have something to
deviate from in your own practice.
Session III Purpose
7. • To Understand the three Areas of RTSC Work and what’s
required to complete each one
• Gain insight into how you can support and sabotage your
RTSC efforts
• Leverage your current work by seeing it through the
lenses of the RTSC Phases
• Get some ideas about how you can apply the Areas
tohelp you achieve better results
• Appreciate how together, the Principles and Areas of
Work enable you to create the future faster
Session III Outcomes
8. Agenda
• Responses to Session I Questions
• Additional Questions and Answers
• What is Real Time Strategic Change?
• Case Study: Application of Principles
• How RTSC Is The Same and Different From Your
Current Work
9. A principle-based approach to
engaging people in creating their
collective future, faster.
What is Real Time Strategic Change?
10. • How do you manage the polarities of participation and direction
in a company which over-focuses on participation, and always
looks for consensus and relationship? Could you give us an
example where you worked in this scenario?
• Introduce Polarity Management and map this polarity
• “Getting Unstuck Process”
• Increase informed discretion – “After Decision Review” used at
Unocal
Responses to Session I Questions
11. What questions and insights do you
have from any of our work so far?
Questions and Insights From Our Work So
Far…
13. Real Time Strategic Change
Areas of Work
Scoping
Possibilities
Creating
Organization-Wide
CongruenceDeveloping and
Aligning
Leadership
14. Applicable in any context
Integrates well with other approaches
Invites innovation
Directed requirements
Clear approach, easily understood
Great predictability
Works consultant need not client issues
Stifles creativity
Difficult to “play well” with others
Specific work to do is unclear
More difficult to apply and master
More challenging to learn
Effective Change
Ineffective Change
Structured Processes
Flexible Principles
and
15. Scoping Possibilities
Possibilities
Scoping
Deliverables
• A clear purpose and outcomes
• Ways you can integrate this effort
with other work in the organization
• Leverage points that will accelerate
change
• A roadmap with key events,
measures, milestones, and
responsibilities
16. Purpose of Work: Create a clear roadmap for the overall effort that
accounts for:
• Past experience with change,
• Successes you have already had, and,
• Areas of greatest leverage that will help you create your
future, faster.
• Time and effort invested in Scoping earns dividends
throughout the rest of the change effort.
• The most successful transformation efforts make wise use of
limited resources (time, money, political capital, and
others), and Scoping enables you to do that.
Scoping Possibilities
17. Developing and Aligning Leadership
Aligning
Developing
Deliverables
• Agreement on why change is
needed
• Clarity about your future direction
• Commitment to make needed
changes
• Confident leaders able to provide
the leadership required
Leadership
18. Purpose of Work: Develop the capability, capacity and alignment
required in leadership for the effort to succeed.
• Individual and collective knowledge, skills and abilities
• Understanding and fulfilling the needed roles
• Provide and accept support and guidance
• Live the organization’s preferred future
Developing and Aligning Leadership
20. Purpose of Work: To fully leverage your entire organization, its
members and all key stakeholders in creating your
future, faster – and sustaining it over time.
• The greater the congruence the fast and more lasting the
changes you’ll achieve
• Positions you for success now and into the future
• Change-ability as single most valuable core competency
Creating Organization-Wide Congruence
21. Managing the Tension Between Structure
and Flexibility
Scoping
Possibilities
Creating
Organization-Wide
CongruenceDeveloping and
Aligning
Leadership
22. • 112 year old social services organization
• 38 Affiliates and National Office
• New “Aging Strategy” to be implemented
• History of unproductive, high conflict events
• Broad based lack of trust
• Resistance to new strategy
Case Study Background
23. Case Study Purpose and Outcomes
Purpose
To engage the organization and key stakeholders in effectively
implementing the new Aging with Options strategy
Outcomes
• Aligned Leadership
• Strong Team of Stakeholders for Future Work
• New Aging Programs and Services in all Affiliates
• Increased Revenue to Counter-Balance Decreased
Government Funding
24. Change Effort Roadmap
CEO Meeting At
Conference
CEO Follow Up
Meeting
Winter
Conference
CEO Process Decision Making
Process Design Team
Four
Conference
Calls
Off-Line Work
Annual
Conference
Late
February
Mid March
Late March
Mid April
June
May
Governance Decision
Making Process
Emergency
Board
Meeting
25. RTSC Principles:
Polarities and Greater Purposes
Real Time
Preferred
Future
Create
Community
Build
Understanding
Reality is a
key driver
Engage and Include
All RTSC
Work
Plan For
Future
Live Future
Now
Best of Past/
Present
Compelling
Future
Allegiance
to Part
Allegiance
to Whole
Common
Information
Unique
Information
Internal
Realities
External
Realities
Participation Direction
Accelerated Change
Organizational Commitment
Aligned Action Informed Decisions
Effective Collaboration
Organizational Energy
26. Real Time
Needs and FocusAction and Impact
Real
Time
Preferred
Future
Create
Community
Build
Understanding
Reality is a
key driver
Engage and
Include
All RTSC
Work
Plan For Future Needs Live Future Now Needs
• Clarify new strategy and
people’s roles in it
• Understand what stays
the same/what changes
• Collaborative culture
• Governance
agreements
• Positive experience
with conflict
• Engagement in strategy
Needs and Focus for Work
Plan For Future Actions Live Future Now
Actions
• 3 Rounds of Strategy
presentation/QA at
Conference
• Detailed roadmaps as
“take home”
• Turnaround on Strategy
at Conference
• Safe and fair
Discernment Process
• “Healthy” Leadership
Action and Impact
27. Preferred Future
Needs and FocusAction and Impact
Real
Time
Preferred
Future
Create
Community
Build
Understanding
Reality is a
key driver
Engage and
Include
All RTSC
Work
Needs and Focus for Work
Best of Past/Present Compelling Future
• Affirm traditional
strengths
• Leverage passion to
serve
• Experience of new way
of working
• Real progress on Aging
Strategy
• At least “do no harm”
Best of Past/Present
Actions
Compelling Future
Actions
• Existing services
supported
• Focus on enabling
organization to thrive
• Use existing
governance documents
• Publicize “early wins”/
learning with strategy
• Develop good
governance structures
• Demonstrate
trustworthy process
Action and Impact
28. Create Community
Needs and FocusAction and Impact
Real
Time
Preferred
Future
Create
Community
Build
Understanding
Reality is a
key driver
Engage and
Include
All RTSC
Work
Allegiance to Part Allegiance to Whole
• Alignment within sub-
groups
• Retain autonomy of
Affiliates
• Sub-group to lead CEO
Discernment Process
• Everyone caring more
about the whole
• Representative cross-
sections doing all work
Needs and Focus for Work
Allegiance to Part Actions Allegiance to Whole
Actions
• Sub-groups represented in
all work
• Integrity in all work
• “Part” interests affirmed
• Max-mix seating at
Conference
• Integrity in all work
• Discernment Process
benefits all
Action and Impact
29. Build Understanding
Needs and FocusAction and Impact
Real
Time
Preferred
Future
Create
Community
Build
Understanding
Reality is a
key driver
Engage and
Include
All RTSC
Work
Common Information Unique Information
• Detailed understanding of
strategy
• Needs of each group
• Approach to constructive
dialogue
• Coaching CEO
• Tiers for implementing
• CEO Discernment
Process
Needs and Focus for Work
Common
Information
Actions
Unique Information
Actions
• Sharing of Strategy
• All “Shepherd
Team” activities
• Documentation of
all dialogue
• CEO Conference
dialogue
• “Shepherd Team”
work in progress
• Feedback from first
CEO meeting
Action and Impact
30. Reality is a Key Driver
Needs and FocusAction and Impact
Real
Time
Preferred
Future
Create
Community
Build
Understanding
Reality is a
key driver
Engage and
Include
All RTSC
Work
Internal Reality Needs External Reality Needs
• Increased trust
• Owning strategy
• Requirement for
continuing current
services
• Learning from early
adopters
• Learning about new
regulations
• Knowledge about Aging
population
Internal Reality Actions External Reality Actions
• Expert consulting support
for implementation
• CEO “truth telling”
• “Change Possibilities”
panel at Conference
• Inclusion of strong
facilitation in all work
• Broadened base of
involvement (e.g.,
Board)
Needs and Focus for Work
Action and Impact
31. Engage and Include
Needs and FocusAction and Impact
Real
Time
Preferred
Future
Create
Community
Build
Understanding
Reality is a
key driver
Engage and
Include
All RTSC
Work
Participation Needs Direction Needs
• Many groups needed
voices heard
• Interactive Winter
Conference
• Clarity about what was
fixed/flexible
• Clarity on authority/
decision making
• Fair process with
integrity
Needs and Focus for Work
Participative Actions Directive Actions
• Broad cross-section at
Conference
• Tiers could change
• Opportunity to influence
Strategy
• “Shepherd” Group for
Decision Making
Process
• Strong “facilitative
leadership”
• Governance as focus for
work
Action and Impact
32. • Healthy, Respectful Process
• Understood the issues and had the difficult conversations
• Learned how to use this process for other issues
• Able to re-focus on our mission and move forward
• Organizational Alignment
Goals For The Decision Making Process
33. • Involve the right people
• People are committed to the process and decisions made from it
• Respectful Process
• Be clear and transparent in all communications
• Be efficient so that we can focus on our mission
• Use Existing Governance Structures
Design Criteria for the Process
34. • The NEC;
• Local Boards;
• The National Board;
• The Council of Ministers; and,
• Local CEO’s
Stakeholder Groups That Need to be Involved
35. How is RTSC the Same and Different
From Your Current Work?