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Sustaining improved organisation performance
This document discusses sustaining improved organizational performance. It argues that few organizations have embedded a systemic way of finding and sustaining performance improvements. To sustain improvements, changes must be worth sustaining and require sustained effort through continuous cycles of management processes. The document recommends reimagining management through a process architecture and redefining improvement efforts to focus on strengths, opportunities, and threats rather than only weaknesses. This widens the search for improvements and better sustains them over time.
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Sustaining improved organisation performance
- 1. 1© Roger Tregear,Leonardo Consulting 2015 Sustaining Improved Organisation performance Roger Tregear
- 2. 2© Roger Tregear,Leonardo Consulting 2015 Organisation performance? Keeping customers and other stakeholders satisfied (enough) by delivering the value promised
- 3. 3© Roger Tregear,Leonardo Consulting 2015 Maintaining clarity about value delivery targets, goals and gaps Improved?
- 4. 4© Roger Tregear,Leonardo Consulting 2015 Continually improving our ability to sustain appropriate customer experiences Sustaining?
- 5. 5© Roger Tregear,Leonardo Consulting 2015 Few organisations have embedded a systemic way of finding and sustaining organisational performance improvements ?The problem
- 6. 6© Roger Tregear,Leonardo Consulting 2015 Sustaining Improved Organisation performance
- 7. 7© Roger Tregear,Leonardo Consulting 2015 Why does this organisation exist? Organisation performance
- 8. 8© Roger Tregear,Leonardo Consulting 2015 What can 1 box deliver? Organisation performance
- 9. 9© Roger Tregear,Leonardo Consulting 2015 We collaborate to get things done Organisation performance
- 10. 10© Roger Tregear,Leonardo Consulting 2015 Organisation performance = cross-functional process performance Organisation performance
- 11. 11© Roger Tregear,Leonardo Consulting 2015 Reimagining management Functional Organisation Process Organisation Managing resources Creating, accumulating, & delivering value Organisation performance
- 12. 12© Roger Tregear,Leonardo Consulting 2015 Reimagining management - process architecture Organisation performance
- 13. 13© Roger Tregear,Leonardo Consulting 2015 Reimagining management - process architecture Satisfy customer Sense need Create offering Engage customer Deliver offering Organisation performance Serve citizen Research need Develop policy Engage citizen Deliver service
- 14. 14© Roger Tregear,Leonardo Consulting 2015 1. Reimagine management 2. Start with a process architecture Organisation performance Functional Organisation Process Organisation
- 15. 15© Roger Tregear,Leonardo Consulting 2015 Sustaining Improved Organisation performance
- 16. 16© Roger Tregear,Leonardo Consulting 2015 The problem with problems Improved
- 17. 17© Roger Tregear,Leonardo Consulting 2015 Threats to the process Weaknesses of the process Negative Bias Strengths of the process Opportunities for the process W T S O Positive Bias Propertyof theprocess Propertyof theecosystem Widening the search Improved “An improvement program must be directed at what you want, not at what you don’t want.” Russell Ackoff, 1994
- 18. 18© Roger Tregear,Leonardo Consulting 2015 Strength-Driven Improvement +D Strengths of the process S What works well and must be preserved and replicated? Positive deviants? Improved
- 19. 19© Roger Tregear,Leonardo Consulting 2015 Weakness-Driven Improvement Problems looking for solutions Weaknesses of the process W Improved “One never becomes a leader by continuously improving- that’s imitation of the leader.” Russell Ackoff, 1994
- 20. 20© Roger Tregear,Leonardo Consulting 2015 Opportunity-Driven Improvement Solutions looking for problems Opportunities for the process O Improved
- 21. 21© Roger Tregear,Leonardo Consulting 2015 What might disrupt process performance? Continuity of supply Quality of inputs Changing requirements New regulations Threat-Driven Improvement Threats to the process T Improved
- 22. 22© Roger Tregear,Leonardo Consulting 2015 Improve ‘improving’ Improved Weaknesses of the process W Threats to the process T Strengths of the process S Opportunities for the process O
- 23. 23© Roger Tregear,Leonardo Consulting 2015 This is a bicycle Improved What are we trying to improve?
- 24. 24© Roger Tregear,Leonardo Consulting 2015 This is not a bicycle Improved
- 25. 25© Roger Tregear,Leonardo Consulting 2015 1. Redefine improvement – widen the search 2. Improve the system Improved Threats to the process Weaknesses of the process Strengths of the process Opportunities for the process W T S O
- 26. 26© Roger Tregear,Leonardo Consulting 2015 Sustaining Improved Organisation performance
- 27. 27© Roger Tregear,Leonardo Consulting 2015 Changes must be worth sustaining Sustaining
- 28. 28© Roger Tregear,Leonardo Consulting 2015 Value Chain 1 Process 1.1 Process 1.3Process 1.2 Lead the Organisation Manage risk & compliance Determine market strategy Manage capital Develop Vision Support the Organisation Deliver HR services Maintain physical facilities Deliver IT services Manage finances Value Chain 2 Process 2.1 Process 2.3Process 2.2 m EPA Measures MMs Reports Response Process 1.2 Process 1.2 A system of management Sustaining
- 29. 29© Roger Tregear,Leonardo Consulting 2015 Sustained performance requires sustained effort Sustaining Get the circles turning the secret sauce of process-based management
- 30. 30© Roger Tregear,Leonardo Consulting 2015 1. Make it worthwhile 2. Start the circles turning Sustaining
- 31. 31© Roger Tregear,Leonardo Consulting 2015 make it worthwhile get the circles turningSustaining redefine improvement improve the systemImproved reimagine management start with a process architecture Organisation performance