The document discusses six critical questions for driving enterprise alignment and lean culture. It begins with an introduction to the topics that will be covered in the presentation: the six critical questions, why they are important, how they can help organizations, and tools to help answer the questions. It then discusses each question in more detail, covering enterprise vision, mission, values, and goals; performance measurement; review processes; prioritizing efforts; and process improvement approaches. The overall document provides an overview of an integrated framework using six critical questions to help organizations align strategically and build a lean culture.
This document summarizes the key aspects of lean leadership. It defines leadership as encouraging others to achieve objectives that progress an organization uniquely and innovatively. A lean leader is committed to lifelong learning, seeks to validate information, and is humble, participative, and concerned with cause-and-effect relationships. Lean leadership requires a complete culture change where the leader develops strong people skills, promotes open communication, and motivates continuous improvement.
This document discusses the important role of project sponsors in organizational change management projects. It begins by outlining the key responsibilities and competencies needed of an effective sponsor, such as championing the project vision and ensuring alignment with organizational strategy. The document then provides an overview of common change management models and frameworks. It asserts that good sponsors of change projects should act as interpreters, motivators, planners, observers, reviewers, and anticipators. Finally, the document presents a case study example of an effective sponsor who thoroughly assessed organizational impacts, promoted communication, and helped plan the transition to operations.
Getting Executives on Board with Change Management CoP Webinar 151215Catherine Smithson
This document summarizes a presentation on getting executives on board with change management. It introduces Prosci, a change management firm founded in 1993. It provides statistics on Prosci's global reach and impact. The presentation then discusses why executive sponsors are important for change success, providing data showing strong correlation between effective sponsorship and meeting project objectives. The remainder of the presentation provides best practices and tips for change managers to get executives on board, including actively participating, building coalitions, direct employee communication, focusing conversations on the change itself rather than change management activities, and keeping messages concise.
Building the Fit Organization (with guest presenter Dan Markovitz)TKMG, Inc.
Slides for a webinar hosted by Karen Martin on January 21, 2016 and delivered by Dan Markovitz.
Video & webinar description: http://www.slideshare.net/KarenMartinGroup/building-the-fit-organization-with-guest-presenter-dan-markovitz-57375703
Subscribe: www.ksmartin.com/subscribe.
Book: http://amzn.to/1lCeAwj
Goal Summit 2016: The New Organization – Different by DesignBetterWorks
Today's digital world has radically changed the way we work. In this research-based presentation at Goal Summit 2016, the Principal and Founder of Bersin by Deloitte, Josh Bersin, reveals the latest research on what makes "the new organization" thrive. Based on research among 7,000 organizations in 130 countries, he highlights why the new organization is a "network of teams" and how culture, leadership, transparency and new models of management are critical to business success.
- Optimus Consulting is a firm that offers business process management, middleware system integration, and collaborative/web-enabled solutions using leading tools and techniques.
- The VP enjoys the varied challenges of working with Fortune 1000 companies and government agencies to design strong, repeatable processes that replace disjointed practices.
- The firm helps organizations increase agility through business process management to accommodate continuous change and ensure process alignment with business goals.
Prosci Webinar: Ready Set Change Building a Change Capable OrganisationCatherine Smithson
This document summarizes a presentation on building change capability in organizations. It discusses how change is now constant and the need for organizations to become change-capable. It provides statistics showing low success rates of change initiatives and a lack of change capabilities in many organizations. The presentation defines change management and its role in increasing success rates. It outlines moving from isolated change management projects to enterprise-wide change management. Key steps are discussed, along with common mistakes. Models for assessing change management maturity are presented, along with regional data on adoption.
This document summarizes the key aspects of lean leadership. It defines leadership as encouraging others to achieve objectives that progress an organization uniquely and innovatively. A lean leader is committed to lifelong learning, seeks to validate information, and is humble, participative, and concerned with cause-and-effect relationships. Lean leadership requires a complete culture change where the leader develops strong people skills, promotes open communication, and motivates continuous improvement.
This document discusses the important role of project sponsors in organizational change management projects. It begins by outlining the key responsibilities and competencies needed of an effective sponsor, such as championing the project vision and ensuring alignment with organizational strategy. The document then provides an overview of common change management models and frameworks. It asserts that good sponsors of change projects should act as interpreters, motivators, planners, observers, reviewers, and anticipators. Finally, the document presents a case study example of an effective sponsor who thoroughly assessed organizational impacts, promoted communication, and helped plan the transition to operations.
Getting Executives on Board with Change Management CoP Webinar 151215Catherine Smithson
This document summarizes a presentation on getting executives on board with change management. It introduces Prosci, a change management firm founded in 1993. It provides statistics on Prosci's global reach and impact. The presentation then discusses why executive sponsors are important for change success, providing data showing strong correlation between effective sponsorship and meeting project objectives. The remainder of the presentation provides best practices and tips for change managers to get executives on board, including actively participating, building coalitions, direct employee communication, focusing conversations on the change itself rather than change management activities, and keeping messages concise.
Building the Fit Organization (with guest presenter Dan Markovitz)TKMG, Inc.
Slides for a webinar hosted by Karen Martin on January 21, 2016 and delivered by Dan Markovitz.
Video & webinar description: http://www.slideshare.net/KarenMartinGroup/building-the-fit-organization-with-guest-presenter-dan-markovitz-57375703
Subscribe: www.ksmartin.com/subscribe.
Book: http://amzn.to/1lCeAwj
Goal Summit 2016: The New Organization – Different by DesignBetterWorks
Today's digital world has radically changed the way we work. In this research-based presentation at Goal Summit 2016, the Principal and Founder of Bersin by Deloitte, Josh Bersin, reveals the latest research on what makes "the new organization" thrive. Based on research among 7,000 organizations in 130 countries, he highlights why the new organization is a "network of teams" and how culture, leadership, transparency and new models of management are critical to business success.
- Optimus Consulting is a firm that offers business process management, middleware system integration, and collaborative/web-enabled solutions using leading tools and techniques.
- The VP enjoys the varied challenges of working with Fortune 1000 companies and government agencies to design strong, repeatable processes that replace disjointed practices.
- The firm helps organizations increase agility through business process management to accommodate continuous change and ensure process alignment with business goals.
Prosci Webinar: Ready Set Change Building a Change Capable OrganisationCatherine Smithson
This document summarizes a presentation on building change capability in organizations. It discusses how change is now constant and the need for organizations to become change-capable. It provides statistics showing low success rates of change initiatives and a lack of change capabilities in many organizations. The presentation defines change management and its role in increasing success rates. It outlines moving from isolated change management projects to enterprise-wide change management. Key steps are discussed, along with common mistakes. Models for assessing change management maturity are presented, along with regional data on adoption.
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.
Dark Agile inhibits business agility. The document discusses dark agile, which is the antithesis of agile values and principles resulting in an inability to align the agile ecosystem. It introduces nine focus areas to overcome dark agile, including hyper-performing teams, team motivation, emotional intelligence, optimized flow, innovation, and product discovery/delivery synchronization. The document also provides examples of agile transformations at IBM and an insurance company that implemented agile development centers.
The document outlines an agenda for a Lean Leadership training seminar. The agenda covers introductions, defining Lean leadership, teaching and learning skills, Toyota Kata, case studies, and conclusions. It also includes background information on the Texas Manufacturing Assistance Center, which provides services to help manufacturers in Texas accelerate growth and competitiveness.
The document discusses competencies for leadership and management. It identifies reducing staff turnover rate as a key issue to address. New fixed performance indicators are proposed that focus on: 1) Decreasing the staff turnover rate by 10% annually through engagement activities. 2) Increasing the average staff tenure to 3 years by providing career development opportunities. 3) Maintaining the Luzon cluster as a stronghold through effective change management during administrative transitions.
Journey to a Lean Enterprise: New FrontiersTKMG, Inc.
Recorded webinar: http://slidesha.re/1fqHvei
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
This is material from a webinar regarding the problem with tools-centric approaches to Lean transformation, and where the opportunities lie for a more successful journey.
Over the past two years we've begun to learn more deeply about what REALLY makes the Toyota Production System tick. We've learned that, while tools are necessary, they are not sufficient for creating a Lean enterprise. Leadership, culture, and problem-solving proficiency are common missing links that slow organizational transformation, creating the need to build new skills.
Change Fatigue Prosci Community of Practice webinar June 23 2016 Prosci ANZ
Catherine Smithson presented on addressing change fatigue through a webinar hosted by Being Human. She discussed why change fatigue needs to be addressed due to its negative impacts. Her presentation covered recognizing the symptoms of change fatigue at the individual, project, and organizational levels. She also discussed common causes like too much change and poorly managed change. Finally, she provided tips to cure change fatigue such as influencing executives to prioritize change, managing the change portfolio more effectively, improving change management practices, and building resilience among managers and teams.
“Resiliency” and “agility” are often rarely understood in the context of implementing these skills within organizations. Companies recognize the need to evolve, or keep pace in a climate where innovation is critical to success—or even survival. But people don’t know how to unlock their potential. Our cognitive biases hold us back from adapting to the most common disruptions. They also stop us from inciting the kind of innovative thought that benefits our organizations and ourselves. Fortunately, research has proven we can retrain our brains to be more resilient and agile at any stage in our career.
Recorded webinar: http://slidesha.re/1mOrgtW
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
These are the slides for a webinar where participants submitted questions in advance, they were unmuted, and we had a dialogue.
1. The document discusses how work and leadership are changing as work becomes more complex, teams more diverse, customers more dispersed, and technology advances faster. This requires updating how we prepare leaders for their new roles of leading learners.
2. Leading learners is very different than traditional management and requires breaking old habits and learning new skills. Managers must motivate creativity through psychological safety, relationships, and self-direction rather than traditional methods like evaluation and competition.
3. There is a growing gap in engagement for new managers who need more support in their transition, costing organizations millions. We must do better supporting leaders as both managers and their teams continuously learn and adapt.
Presented by Kim Moscarda, Director at Moscarda Solutions
March 9 from 11:00 am - 12:00 pm ET
In this webinar, you'll get an insight into the application of Lean methodologies in a knowledge worker environment
Learning Objectives:
Learn how lean methodologies can be successfully applied to a knowledge worker environment
Learn from a case study about deployment approaches, challenges, and pitfalls
Explore the unique opportunities that knowledge worker organisations provide to us as lean practitioners
Kim Moscarda
Kim has worked in the Energy industry for over 25 years as an individual contributor and leader across several disciplines, including continuous improvement, asset management and project management.
He is passionate about continuous improvement and believes strongly that Lean principles can be applied to any team in any industry to achieve high levels of performance. He also believes that effective leadership is essential for any organisation to transform its performance and he works with organisations to share his skills and knowledge to improve leadership capability and implement business improvement solutions.
Presented by Deondra Wardelle
President & CEO, "Kata Geek"
The webinar will cover:
1) Introduction to Kata – define Kata and explain the Improvement Kata steps and include industry-examples of Kata in practice. This session of the webinar will be designed for people who are curious about Kata, just started their Kata journey, and/or may have been 1st-time attendees at the recent KataCon from Lean Frontiers.
2) Kata Community – share Coaching Kata best practices, tips, and tricks I’ve picked up from other Kata Geeks.
3) Kata in the Community – provide examples of how the Improvement Kata can be used for non-manufacturing processes.
European University Geneva Campus: Inspiring Leaders Are Our Future – Let The...Fabiola Eyholzer
Geneva, Switzerland | May-14-2015
Every year thousands of aspiring graduates leave our business schools to become managers. But what was once a dream job is rapidly turning into an obsolete occupation. Managers are a dying breed.
The business environment has evidently changed – and it is further transforming at a speed never seen before. Yet most organizations are still trying to handle today’s challenges with yesterday’s tools to get them ready for tomorrow. There is no way around it: Companies need to radically rethink the way they are organized and run, if they want to stand a chance in the digital era.
Successful 21st-century enterprises are connected, transparent organizations that embrace lean | agile values and principles, where empowered and collaborative teams deliver co-created services to highly demanding customers. They are adamant believers in the essence, drive and passion of people. They engage inspiring leaders to ignite the people factor.
Join this session to: Get a glimpse of what to expect when working in a traditional business setting; discover the power of connected enterprises; learn more about what it takes to lead people in a world that no longer follows old rules; and hear how you can make a difference in a lean | agile environment and shape our future.
Are you ready to inspire greatness in people?
The document discusses how lean principles can be applied to leadership. It outlines that over 30 years, lean has evolved from a focus on tools and knowledge in 1980-1990, to experience in 2000, to culture and developing others in 2010-2015. Applying lean at all levels through shared values, problem-solving tools, and self-development can help develop operational leadership. Coaching techniques like modeling improvement processes and the Toyota Production System can increase coaching and leadership skills. Combining lean tools, coaching, and embedding continuous improvement culture can leverage lean as a way to strengthen leadership.
Starting a new job for anyone is a major life change and career transition. The on boarding experience is personal and affects the bottom line, productivity, culture and future ability of any firm to hire THE best talent. The detailed report leveraging global firms located in Nigeria has a number of interesting ideas for you to consider to Re imagine On boarding for your organization.
Change Community of Practice Webinar - Building an Effective Change Team Part 2Prosci ANZ
Over the past few years, we have seen organisations invest in hiring Change Management Practitioners and establish frameworks to build their change management capability. Yet these teams are often not set up for success, with key elements not yet in play. Resourcing is only one part of the mix.
As part of our partnership with Ralleo, we will explore the elements of success and how effective Change Management teams are leveraging technology to achieve better results.
In Part 2, we will dive more deeply into:
- Recap key points from Part 1
- How high performing Change Managers and Change -
Management teams are using Ralleo - real life application stories
- Top 3 scenarios and demonstration
- Q&A
Presented by Vicky Emery - General Manager, Being Human and Joe Hutton - CEO, Ralleo.
OD is an effort, planned, organisation-wide, and managed from the top to increases organisation effectiveness and health through planned intervention in the organization’s process, using behavioral-science knowledge.
How project managers, change managers, and organization leaders can drive project success by implementing change management, using the Prosci change management methodology and certification program.
Engaging your Employees through a Compelling Organizational VisionTalentMap
Do you know the single, most important, factor in determining how engaged your employees are? Compensation? Teamwork? Feedback and Recognition? Nope. All wrong. It’s seeing a clear link between one’s work and the organization’s long-term objectives, i.e. its vision. Employees need to feel part of something greater than themselves; they want and need to be on board with the big picture. Yet so many organizations struggle to get this one right, but when they do, employee engagement goes through the roof!
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.
Dark Agile inhibits business agility. The document discusses dark agile, which is the antithesis of agile values and principles resulting in an inability to align the agile ecosystem. It introduces nine focus areas to overcome dark agile, including hyper-performing teams, team motivation, emotional intelligence, optimized flow, innovation, and product discovery/delivery synchronization. The document also provides examples of agile transformations at IBM and an insurance company that implemented agile development centers.
The document outlines an agenda for a Lean Leadership training seminar. The agenda covers introductions, defining Lean leadership, teaching and learning skills, Toyota Kata, case studies, and conclusions. It also includes background information on the Texas Manufacturing Assistance Center, which provides services to help manufacturers in Texas accelerate growth and competitiveness.
The document discusses competencies for leadership and management. It identifies reducing staff turnover rate as a key issue to address. New fixed performance indicators are proposed that focus on: 1) Decreasing the staff turnover rate by 10% annually through engagement activities. 2) Increasing the average staff tenure to 3 years by providing career development opportunities. 3) Maintaining the Luzon cluster as a stronghold through effective change management during administrative transitions.
Journey to a Lean Enterprise: New FrontiersTKMG, Inc.
Recorded webinar: http://slidesha.re/1fqHvei
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
This is material from a webinar regarding the problem with tools-centric approaches to Lean transformation, and where the opportunities lie for a more successful journey.
Over the past two years we've begun to learn more deeply about what REALLY makes the Toyota Production System tick. We've learned that, while tools are necessary, they are not sufficient for creating a Lean enterprise. Leadership, culture, and problem-solving proficiency are common missing links that slow organizational transformation, creating the need to build new skills.
Change Fatigue Prosci Community of Practice webinar June 23 2016 Prosci ANZ
Catherine Smithson presented on addressing change fatigue through a webinar hosted by Being Human. She discussed why change fatigue needs to be addressed due to its negative impacts. Her presentation covered recognizing the symptoms of change fatigue at the individual, project, and organizational levels. She also discussed common causes like too much change and poorly managed change. Finally, she provided tips to cure change fatigue such as influencing executives to prioritize change, managing the change portfolio more effectively, improving change management practices, and building resilience among managers and teams.
“Resiliency” and “agility” are often rarely understood in the context of implementing these skills within organizations. Companies recognize the need to evolve, or keep pace in a climate where innovation is critical to success—or even survival. But people don’t know how to unlock their potential. Our cognitive biases hold us back from adapting to the most common disruptions. They also stop us from inciting the kind of innovative thought that benefits our organizations and ourselves. Fortunately, research has proven we can retrain our brains to be more resilient and agile at any stage in our career.
Recorded webinar: http://slidesha.re/1mOrgtW
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
These are the slides for a webinar where participants submitted questions in advance, they were unmuted, and we had a dialogue.
1. The document discusses how work and leadership are changing as work becomes more complex, teams more diverse, customers more dispersed, and technology advances faster. This requires updating how we prepare leaders for their new roles of leading learners.
2. Leading learners is very different than traditional management and requires breaking old habits and learning new skills. Managers must motivate creativity through psychological safety, relationships, and self-direction rather than traditional methods like evaluation and competition.
3. There is a growing gap in engagement for new managers who need more support in their transition, costing organizations millions. We must do better supporting leaders as both managers and their teams continuously learn and adapt.
Presented by Kim Moscarda, Director at Moscarda Solutions
March 9 from 11:00 am - 12:00 pm ET
In this webinar, you'll get an insight into the application of Lean methodologies in a knowledge worker environment
Learning Objectives:
Learn how lean methodologies can be successfully applied to a knowledge worker environment
Learn from a case study about deployment approaches, challenges, and pitfalls
Explore the unique opportunities that knowledge worker organisations provide to us as lean practitioners
Kim Moscarda
Kim has worked in the Energy industry for over 25 years as an individual contributor and leader across several disciplines, including continuous improvement, asset management and project management.
He is passionate about continuous improvement and believes strongly that Lean principles can be applied to any team in any industry to achieve high levels of performance. He also believes that effective leadership is essential for any organisation to transform its performance and he works with organisations to share his skills and knowledge to improve leadership capability and implement business improvement solutions.
Presented by Deondra Wardelle
President & CEO, "Kata Geek"
The webinar will cover:
1) Introduction to Kata – define Kata and explain the Improvement Kata steps and include industry-examples of Kata in practice. This session of the webinar will be designed for people who are curious about Kata, just started their Kata journey, and/or may have been 1st-time attendees at the recent KataCon from Lean Frontiers.
2) Kata Community – share Coaching Kata best practices, tips, and tricks I’ve picked up from other Kata Geeks.
3) Kata in the Community – provide examples of how the Improvement Kata can be used for non-manufacturing processes.
European University Geneva Campus: Inspiring Leaders Are Our Future – Let The...Fabiola Eyholzer
Geneva, Switzerland | May-14-2015
Every year thousands of aspiring graduates leave our business schools to become managers. But what was once a dream job is rapidly turning into an obsolete occupation. Managers are a dying breed.
The business environment has evidently changed – and it is further transforming at a speed never seen before. Yet most organizations are still trying to handle today’s challenges with yesterday’s tools to get them ready for tomorrow. There is no way around it: Companies need to radically rethink the way they are organized and run, if they want to stand a chance in the digital era.
Successful 21st-century enterprises are connected, transparent organizations that embrace lean | agile values and principles, where empowered and collaborative teams deliver co-created services to highly demanding customers. They are adamant believers in the essence, drive and passion of people. They engage inspiring leaders to ignite the people factor.
Join this session to: Get a glimpse of what to expect when working in a traditional business setting; discover the power of connected enterprises; learn more about what it takes to lead people in a world that no longer follows old rules; and hear how you can make a difference in a lean | agile environment and shape our future.
Are you ready to inspire greatness in people?
The document discusses how lean principles can be applied to leadership. It outlines that over 30 years, lean has evolved from a focus on tools and knowledge in 1980-1990, to experience in 2000, to culture and developing others in 2010-2015. Applying lean at all levels through shared values, problem-solving tools, and self-development can help develop operational leadership. Coaching techniques like modeling improvement processes and the Toyota Production System can increase coaching and leadership skills. Combining lean tools, coaching, and embedding continuous improvement culture can leverage lean as a way to strengthen leadership.
Starting a new job for anyone is a major life change and career transition. The on boarding experience is personal and affects the bottom line, productivity, culture and future ability of any firm to hire THE best talent. The detailed report leveraging global firms located in Nigeria has a number of interesting ideas for you to consider to Re imagine On boarding for your organization.
Change Community of Practice Webinar - Building an Effective Change Team Part 2Prosci ANZ
Over the past few years, we have seen organisations invest in hiring Change Management Practitioners and establish frameworks to build their change management capability. Yet these teams are often not set up for success, with key elements not yet in play. Resourcing is only one part of the mix.
As part of our partnership with Ralleo, we will explore the elements of success and how effective Change Management teams are leveraging technology to achieve better results.
In Part 2, we will dive more deeply into:
- Recap key points from Part 1
- How high performing Change Managers and Change -
Management teams are using Ralleo - real life application stories
- Top 3 scenarios and demonstration
- Q&A
Presented by Vicky Emery - General Manager, Being Human and Joe Hutton - CEO, Ralleo.
OD is an effort, planned, organisation-wide, and managed from the top to increases organisation effectiveness and health through planned intervention in the organization’s process, using behavioral-science knowledge.
How project managers, change managers, and organization leaders can drive project success by implementing change management, using the Prosci change management methodology and certification program.
Engaging your Employees through a Compelling Organizational VisionTalentMap
Do you know the single, most important, factor in determining how engaged your employees are? Compensation? Teamwork? Feedback and Recognition? Nope. All wrong. It’s seeing a clear link between one’s work and the organization’s long-term objectives, i.e. its vision. Employees need to feel part of something greater than themselves; they want and need to be on board with the big picture. Yet so many organizations struggle to get this one right, but when they do, employee engagement goes through the roof!
EDGY captures the intersection of three critical facets: identity, experience, and architecture. When two of these facets intersect we have brand, organization, and product. When all three facets intersect that’s when it gets interesting. This keynote works through each facet and intersection combinations within EDGY and examines it from an enterprise agility point of view. How does EDGY enable enterprise agility? What issues to we face in making each facet successful? Each intersection successful? What happens if we focus on a single facet at a time? What insights can you take from EDGY to help improve your team, your organization?
3 Proven Methods to Optimize Your 2018 Strategy and Goals through Culture and...Paige Pulaski
Change management is done through culture. Understanding the strengths of your human capital is imperative to fully implementing a plan and expecting successful execution. As you’re investing time, energy and budget into planning for 2018, you should be asking questions such as, “Do our current employees have the right skills? Do we have the right people in the right roles? If not, how do we remove these barriers?”
You’re checking the most important box – getting a plan in place that, when executed, will propel your organization to the next level. However, many organizations are failing to run the proper diagnostic before implementation to make sure all your assumptions are, in fact, true and in working order. Optimizing your plan is imperative, but execution in 2018 looks bleak without optimizing your workforce first.
In this webinar recording, Tanya Bakalov of BetterSkills, Inc. discusses how to achieve the most success with your plans for 2018 by giving three ways to fully assess the teams you’re trusting to execute.
You will learn how to:
>> Gauge the “do-ability” of your plan with your organization’s current skills
>> Delegate initiative assignments to use each employee in their best capacity
>> Motivate employees to be agents of change and dedicated to your organization’s success
How to Create a Strategic Plan for a Lean Six Sigma Program OfficeGoLeanSixSigma.com
In this presentation you will find out how a Lean Six Sigma Program Office can develop a solid plan for next year's success and beyond.
You can find the rest of the webinar materials and questions from the webinar here: https://goleansixsigma.com/webinar-rollout-lean-six-sigma-training/
Over the past 25 years, research has shown employee engagement is linked to improved business outcomes like performance, innovation, and customer service. However, many organizations still struggle to fully utilize engagement data and see its impact. Moving forward, organizations need to focus on developing engaging leaders, building engaging cultures through clear strategy and accountability, and making better use of engagement data by connecting it to other metrics like performance, turnover, and business results. This will help organizations innovated what they do with engagement beyond just measuring it.
WEBINAR: How to Deploy Lean Six Sigma in Your OrganizationGoLeanSixSigma.com
Are your Lean Six Sigma efforts stale? Is your organization finally pulling the trigger on Continuous Improvement implementation? Learn how to jumpstart your Lean Six Sigma efforts and get your organization on the right foot by joining our 1-hour Leadership webinar on deploying Continuous Improvement with Lean Six Sigma!
https://goleansixsigma.com/online-lean-six-sigma-green-belt-training/
https://goleansixsigma.com/ggm/
The document discusses why organizations should focus on asking "why" to improve performance. It provides explanations for why focusing on values and behaviors, reward and recognition, purpose and strategic alignment, measures and analytics, and employee engagement can help organizations perform at a higher level. The document encourages readers to reflect on these areas in their own organizations and make sure they are aligned with the organization's purpose and used to motivate and engage employees. It provides additional resources for readers who want to learn more.
Sprint's corporate responsibility program, called Sprint Good Works, focuses on three themes: People, Product, and Planet. For People, Sprint supports employees, customers, and communities through diversity initiatives, wellness programs, and philanthropic activities. For Product, Sprint focuses on innovation, accessibility, and product safety. For Planet, Sprint works to reduce its environmental impact through efforts like decreasing greenhouse gas emissions and resource use. Sprint tracks its progress annually and strives to meet ambitious 10-year sustainability goals.
4 Messages Great Leaders Consistently and Clearly CommunicateEric Anderton
The document provides an overview of services offered by an executive coaching firm, including strategic planning, team building, and leadership development. It includes testimonials from past clients praising the impact on their business success and leadership skills. The document emphasizes developing a vision, providing direction through goal-setting and delegation, developing employees, and providing encouragement, accountability and recognition. It encourages leaders to strengthen themselves, build their team, and grow their business through the services offered.
Introducing the JVR Consulting Psychologists' 360 Impact Survey. It measures both frequency and effectiveness of selected competencies, and can be linked to coaching interventions.
The Role of the HR Professional in Creating a High-Performance OrganisationThe HR Observer
Whether you are new to the HR profession or experienced in the field, this session will provide an overview of the key responsibilities of a human resource professional. SHRM, the largest HR association in the world will provide a review of trends, useful metrics, and challenging HR issues. In addition, key business functions and strategies to drive organisational results will be highlighted. By attending this session you will be able to enhance your knowledge of the general competencies of an HR professional and describe current trends and best practices in each of the HR functions.
Robert Garcia, Director for Global Business, SHRM
Measure Your Organization’s Impact with Performance Management with Josie All...Blackbaud Pacific
This document discusses performance management for social service organizations. It defines performance management as actively monitoring data to optimize outcomes through understanding what works and making ongoing adjustments. The goal is to ensure efforts relate to outcomes. It distinguishes performance management from evaluation, noting that performance management occurs throughout a program to guide improvements, while evaluation assesses effectiveness periodically. The document provides tips for organizations to become performance driven, such as establishing clear missions, accountability systems, and using data to make strategic and tactical adjustments.
Ruthless consistency. Leaders who are intensely committed to winning are those who are relentless in developing the right focus, creating the right environment and getting the right people.
Our task as CDFIs is to deploy our loan capital as effectively and quickly as possible to meet the needs of the community. "Sales" is not a bad word in nonprofits, because you are working to make capital access equal for all. Learn how you can implement this within your own organization.
Lean PD Day Conference presentation in Ottawa Canada covering the Washington State and DES Lean Transformation Journey, the Lean Government Framework, and the Key to Creating the conditions for the collaborative science of flow by Renee Smith and Darrell Damron
This document outlines an introduction to lean leadership workshop hosted by Lean Enterprise Academy. The purpose is to help leaders develop organizational and individual capabilities to sustain and expand lean transformation. The workshop aims to engage leaders in understanding lean thinking fundamentals and lean transformation processes. It also encourages reflection on organizational and individual lean efforts and identifies gaps to close between the current and desired states. The workshop covers lean principles, defining a lean vision and strategy, the roles of leaders and employees, and lean tools like A3 problem solving and PDCA.
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This document discusses best practices for driving adoption and business value through social strategy management with a focus on organization change. It emphasizes that merely installing social tools is not enough and that 80% of efforts will fail without leadership and an emphasis on changing norms, behaviors and processes. It outlines key roles for a social program strategist and community managers to drive adoption. It also provides an example of mapping out an organization change plan to engage executives by defining new processes, incentives, communications, training and identifying role models. The goal is to activate different levers to transform the organization and how people work.
Social Business : from user adoption to business adaptationBertrand DUPERRIN
Asking employees to carry alone the weight of change is not sustainable. Businesses need to adapt to make new behaviors and practices acceptable, coherent, and logical in people's work environment.
Lessons learned from working with thousands of SMB clients - Entrepreneurs Organization presentation - EO New Jersey - Oct 2014.
Management in the Digital Age
We are entering an era of “Digital Darwinism,” when society and technology is evolving faster than many companies can adapt. More specifically, it is the way we manage people that has struggled to keep pace with the rate of change. We need to reinvent management
Using Radical Transparency to drive Accountability and Engagement
Despite good intentions, most EO business leaders make the same fundamental mistake when they set goals for their people. Learn what really works and what doesn’t in terms of engaging and motivating your people, and holding them accountable for performance - based on direct observations of more than 5000 clients.
Key Performance Indicators - the right way
Research shows that 92% of companies do a poor job of measuring KPI's. Learn how to choose and track the key measures that will drive the success of your current business model, and drive the key functional areas of your company (the outcomes for this workshop are even more powerful if other members of your leadership team are present)
RESULTS.com’s software gives them unique and privileged insights into the day to day operations of thousands of small-medium sized growth firms. We see what really works and what doesn’t in terms of strategy execution, goal setting, tracking performance, running effective meetings, engaging employees and holding them accountable.
To save you from spending several lifetimes trying to figure it all out for yourself, you can access these powerful (and often counter intuitive) insights in his workshop.
Similar to The Six Critical Questions for Driving Enterprise Alignment & Lean Culture (20)
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
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Structural Design Process: Step-by-Step Guide for BuildingsChandresh Chudasama
The structural design process is explained: Follow our step-by-step guide to understand building design intricacies and ensure structural integrity. Learn how to build wonderful buildings with the help of our detailed information. Learn how to create structures with durability and reliability and also gain insights on ways of managing structures.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
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Top mailing list providers in the USA.pptxJeremyPeirce1
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Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
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• Present the Onion Diagram, a tool for contextualizing task-level goals
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This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
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McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
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Gartner’s Digital Transformation Framework
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The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
The Six Critical Questions for Driving Enterprise Alignment & Lean Culture
1. Six Critical Questions For Driving
Enterprise Alignment And Lean Culture
Presenter: Tracy O’Rourke
2. Todays Session
u
What are the six critical questions?
u
Why are the six critical questions
important?
u
How will these questions help
organizations on the Lean Journey?
u
What activities and tools help
organizations answer the six critical
questions?
Copyright 2013 Integris Performance Advisors
2
3. A Poll: The Lean Journey
u
Not started on the Lean Journey yet or
less than a year?
u
1-4 years?
u
On the journey over 4 years?
Copyright 2013 Integris Performance Advisors
3
4. “The work of government is noble. The people of government
are amazing. The systems of government are a mess.”
Ken Miller, author of “We Don’t Make Widgets”
4
5. Creating A False Start
An Approach That Is All Too Common
Train a bunch of “experts” –
Lean Leaders, Green Belts etc. –
so they can solve all your problems.
Copyright 2013 Integris Performance Advisors
5
7. Every Dimension Connects Lean Principles
ENTERPRISE ALIGNMENT
CONTINUOUS IMPROVEMENT
CULTURAL ENABLERS
Copyright 2013 Integris Performance Advisors
Create Value for
the Customer
•
CUSTOMERFOCUSED
RESULTS
•
Consistency of
purpose
•
Think
Systematically
•
•
Focus on Process
Assure Quality at
the Source
•
Lead With Humility
•
Respect Every
Individual
7
8. An Integrated Approach to Implementing Lean
CUSTOMERFOCUSED
RESULTS
ENTERPRISE ALIGNMENT
CONTINUOUS IMPROVEMENT
CULTURAL ENABLERS
Copyright 2013 Integris Performance Advisors
Each Dimension
Supports the
Others, and is Built
Upon the Others.
Real and Sustained
Lean Culture
Requires An
Integrated
Approach Across
All Four
Dimensions
8
10. This Session: Focusing on Enterprise Alignment
CUSTOMERFOCUSED RESULTS
ENTERPRISE ALIGNMENT
CONTINUOUS IMPROVEMENT
CULTURAL ENABLERS
Copyright 2013 Integris Performance Advisors
Having a Strategic
Management
System aligns the
entire organization.
10
12. Hoshin Kanri
What is it?
A Japanese term Hoshin "compass needle“ or
"direction". Kanri means "management" or "control"
Hoshin Kanri is two-fold:
1) A systematic planning methodology for defining
long-range key entity objectives. These are
breakthrough objectives that typically extend two to
five years.
2) Managing the day-to-day work required to run the
business successfully.
Copyright 2013 Integris Performance Advisors
12
13. Continuous Improvement Efforts
The training
first approach,
can cause false
starts due to
lack of planning
•
•
•
•
Plan
•
•
•
•
•
Develop Vision
Develop Mission Statement
Create Organizational Values
Establish Outcomes, Goals and
Initiatives
Select Measures
Develop Scorecards, Dashboards
Filter and Prioritize Opportunities
Train Lean Leaders
Select Processes
Do
Check
Act
Copyright 2013 Integris Performance Advisors
13
14. Six Critical Questions
1
2
3
Who are we and where are we going as an
organization?
How do we measure performance against what’s
important?
How are we doing?
4
How do we decide where to focus our efforts &
allocate resources?
5
What actions do we take to improve our ability to
achieve our desired outcomes?
6
How do we sustain improvements and ensure our
efforts are making an impact?
Copyright 2013 Integris Performance Advisors
14
15. Question 1:
Who are we and where are we going as an organization?
Vision, Mission, Values, and Outcomes, Goals Initiatives
15
16. True North
u
A Vision: What the future will look like and what the
company will become
“What do you want to be when you grow up?”
u
The Mission: a concise statement developed from
the customer's perspective that answers three
questions:
u
What do we do?
u
How do we do it?
u
For whom do we do it?
Copyright 2013 Integris Performance Advisors
16
17. Organizational Values: Southwest
We operate with a
Warrior Spirit,
a Servant’s Heart,
and a Fun-LUVing
Attitude.
Copyright 2013 Integris Performance Advisors
17
18. Organizational Values: Toyota
Customer First: We forge partners with our
customers and strive to exceed their
expectations.
Global Perspective : Learning from the best in the
world, we aim to become the best in the world.
Encouraging Teamwork: We recognize the human
worth of each individual and collaborate to
achieve
Welcoming New Challenges: Unbound by
convention, we embrace the challenge of
creation.
Encouraging Professional Excellence: We develop
our strengths and think and act responsibly.
Copyright 2013 Integris Performance Advisors
18
19. Toyota knows that the key to
successful Lean transformation
is culture…
…and culture cannot be copied.
Copyright 2013 Integris Performance Advisors
19
21. Organizational Values Reflection
u
Does your organization have values?
u
If so, do employees breathe the values?
Copyright 2013 Integris Performance Advisors
21
22. Organizational Values Reflection
u
Does your organization have values?
u
If so, do employees breathe the values?
u
Do leaders enforce the values?
Copyright 2013 Integris Performance Advisors
22
23. Commit & Defend Organizational Values
“When I started my organization,
nobody told me that half of my energy
would be spent building it,
and the other half would be spent
protecting and defending it against all of
the things other people wanted it to be.”
-Excerpt from Boundaries for Leaders
By Dr. Henry Cloud
23
24. How Do We Achieve the Vision?
Copyright 2013 Integris Performance Advisors
24
26. City of SeaTac Clarity Map
Key Measures
• Resident satisfaction
• Progress on City
Council goals
• Community
engagement
• Employee alignment
• Employee capability
• Employee engagement
• Long term financial
stability
• External financial
validation
• Lifecycle cost of assets
• Economic development
index
• Compliance index
Copyright 2013 Integris Performance Advisors
26
28. “The essence of strategy is
choosing what not to do. ”
- Michael E. Porter
28
29. Organizational Reflection
Based on the organization’s mission, vision, values, goals and initiatives
Stop
What should the
leadership team
& organization
STOP doing?
Start
Continue
What should the
leadership team
& organization
START doing?
What should the
leadership team
& organization
CONTINUE
doing?
Copyright 2013 Integris Performance Advisors
29
30. Question 2:
How do we measure performance against what is important?
Scorecards, Dashboards and Daily Management Boards
30
31. Enterprise Alignment Implementation
Organization
Strategic Success
√ Outcome Measures
Day to Day Success
√ Output Measures
√ Process Measures
Department
Strategic Success
√ Outcome Measures
Day to Day Success
√ Output Measures
√ Process Measures
Team
Strategic Success
√ Outcome Measures
Day to Day Success
√ Output Measures
√ Process Measures
Individual
Strategic Success
√ Outcome Measures
Day to Day Success
√ Output Measures
√ Process Measures
Measurement at the strategic level…
fuels measurement at the tactical level
Copyright 2013 Integris Performance Advisors
31
32. Enterprise Alignment Implementation
Organization
Strategic Success
√ Outcome Measures
Day to Day Success
√ Output Measures
√ Process Measures
Department
Strategic Success
√ Outcome Measures
Day to Day Success
√ Output Measures
√ Process Measures
Team
Strategic Success
√ Outcome Measures
Day to Day Success
√ Output Measures
√ Process Measures
Individual
Strategic Success
√ Outcome Measures
Day to Day Success
√ Output Measures
√ Process Measures
Catchball helps engage
employees and open
Copyright 2013 Integris Performance Advisors
communication lines
32
33. Top Line Scorecard Sample
Copyright 2013 Integris Performance Advisors
33
34. Organizational Value Streams
Ensuring
Lead
Managing Compliance Manage Employees
Change
Technology
Manage
Finances
Develop Products and Services
Sell Products and Services
Enroll Clients
Adjudicate Claims
Manage Relationships
Support Customers
INTERNAL CUSTOMERS
Manage
Vendors
E
X
T
E
R
N
A
L
C
U
S
T
O
M
E
R
Map core processes, identify customers and key measures
Copyright 2013 Integris Performance Advisors
34
35. What Are Customers And Stakeholders?
Definitions:
u Customers:
— User: Individuals or organizations who use or receive
products, services from your process. Customers can be
internal or external to the organization
— Payer: Individuals or organizations who pay for your
products and services (usually external customers)
u Stakeholders:
— Any person or organization that has a stake or interest in
the outcomes of a product or service, but is not recipient
of these products and services, ie. policy interest
In many areas of government,
processes are designed for stakeholders
Copyright 2013 Integris Performance Advisors
35
36. Core Process: Open Parks
Output
• Ready to Use
• Clean & Safe
• Special Requests
completed
Customer/ Stakeholder
Customers:
• Park Patrons
• Sports Field Users
Stakeholders:
• Maintenance (if safety)
• Supervisor
• Director
Requirements
• Feel safe
• Clean environment
• Correct setup
• Prepped field
• Visually appealing
• Park use #’s
• Revenue
• Reputation
• City Comparable
Customer and Stakeholder Requirements
Copyright 2013 Integris Performancenot always the same!
are Advisors
36
37. What is a Dashboard?
Dashboard – A visual scorecard with primary measures
to be monitored on an ongoing basis
Create dashboards by
process not by Department/
Function
Copyright 2013 Integris Performance Advisors
37
38. Daily Visual Management Boards
The goals of Daily Management Boards is to connect
people to the processes they perform, communicate
successes and issues in the work area and show goals
versus actual performances.
Copyright 2013 Integris Performance Advisors
38
39. Tiered Metrics Connect the Organization
Organization
Strategic Success
√ Outcome Measures
Day to Day Success
√ Output Measures
√ Process Measures
Department
Strategic Success
√ Outcome Measures
Day to Day Success
√ Output Measures
√ Process Measures
Team
Strategic Success
√ Outcome Measures
Day to Day Success
√ Output Measures
√ Process Measures
Individual
Strategic Success
√ Outcome Measures
Day to Day Success
√ Output Measures
√ Process Measures
Balanced Scorecard
Process Dashboards
Copyright 2013 Integris Performance Advisors
Daily Visual Management Boards
39
41. Process and Metrics Review
u
Create a sustainable review process
u
Calendar and Implement the process
u
Quarterly Review: Balanced Scorecards
u
Monthly and/or Weekly Review: Process Dashboards
u
Daily Review: Daily Visual Management Boards
These elements should be items included in the
18 month Roadmap.
Copyright 2013 Integris Performance Advisors
41
42. Question 4:
How Do We Decide Where to Focus Our Efforts and Allocate
Resources?
Project Types, Prioritization Tools
42
44. What issues and opportunities
align with strategic intent?
Copyright 2013 Integris Performance Advisors
44
45. Several Types of Organizational Efforts
u Revolutionary:
year effort
u Evolutionary:
efforts
Large breakthrough multi-
Mid-size cross-functional
u Incremental:
Smaller day-to-day, quick hits
and departmental improvements
Copyright 2013 Integris Performance Advisors
45
46. Impact Effort Matrix
u
Filter based on two factors
—
—
u
How much effort is needed?
What is the impact?
Low
Useful in screening and
narrowing possibilities
Effort
High
Low
Copyright 2013 Integris Performance Advisors
Impact
High
46
47. Impact Effort Matrix
Plot each option on scales for Impact and Effort
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
Impact
10.0
SAM Cleanup
6.3
Pole numbering
6.3
9.0
HATS too slow
4.8
8.0
Service order cycle Time
7.4
Eliminate wait time/long lines at service centers
6.9
7.0
Invalid usage (unbilled)
5.4
6.0
Clean up existing Service Orders
5.4
Erros in HATS on Service Orders/MP Orders
4.6
5.0
Multiple Systems
4.6
4.0
WSAs BTC + External Customers
5.4
Directory Updates
3.4
3.0
Disputes Clean up
5.3
2.0
Out of service customer cleanup
5.2
DSL disconnection
6.9
1.0
Vibe disconnection
6.3
Ease
Project Name
0.0
Copyright 2013 Integris Performance Advisors
6
Ease & Impact Matrix
6
4
3.4
6.9
6.3
7.4
7
6
5
5.3
5.2
6.3
4.8
5.4
5
4
6.36.9
4
4.6 5.4
4.6
5
3
5
5
6
0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0
Impact
6
47
49. Question 5:
What Actions Do We Take to Improve Our Ability to Achieve
Our Desired Outcomes?
Project Approaches, Project Implementation and Tracking
49
50. What is Process Improvement?
Time spent working
ON
the process
versus working
IN
the process
A Few Guidelines:
• Focus on the process, not the people
• Involve the people that work in the process
• As a leader, don’t solve the problems for your people,
instead, help them grow a problem-solving muscle
Copyright 2013 Integris Performance Advisors
50
51. Execute Process Improvement Efforts
Determine the approach:
u Just
Do It
u Gemba
Walks
u Kaizen
Events
u DMAIC
Projects
Copyright 2013 Integris Performance Advisors
51
53. Question 6:
How Do We Sustain Improvements and Insure Our Efforts Are
Making an Impact?
Process Performance, Process Adherence, Leadership
Behaviors and Leader Standard Work
53
54. The Three Legged Stool of Sustainability
Process Performance
Lean Culture
Sustainability
Copyright 2013 Integris Performance Advisors
54
56. Process Adherence
Questions:
u
Does the process exist?
u
Are employees adhering to the process?
u
Is the process sufficient in meeting customer needs?
How?
u
Managing at a glance – Visual Management
u
Make problems visible – Expose process abnormalities
u
Conduct Gemba Walks – Observe and ask
u
Look for non-standard work, labor, inventory, and output
Copyright 2013 Integris Performance Advisors
56
57. Leadership Behaviors
u
Commit and Defend Organizational Values
—
u
What you create and what you tolerate is the culture
Integrate the five practices of exemplary leadership
—
Evidence backed correlation to employee engagement
Copyright 2013 Integris Performance Advisors
57
58. Leadership
u
Integrate Lean Leader Tools/Leader Standard Work
—
—
—
—
Scorecard & Dashboard Reviews
Gemba Process Walks
Reflection Meetings
Daily Management Boards
Primary Leader Role:
Build the problem-solving muscle of your people
Copyright 2013 Integris Performance Advisors
58
62. Six Critical Questions
1
Who are we and where are we going as an organization?
2
How do we measure performance against what’s important?
3
How are we doing?
4
How do we decide where to focus our efforts & allocate
resources?
5
What actions do we take to improve our ability to achieve our
desired outcomes?
6
How do we sustain improvements and ensure our efforts are
making an impact?
Copyright 2013 Integris Performance Advisors
62
63. 1
Who are we and
where are we going
as an organization?
2
How do we measure
performance against
what’s important?
3
How are we doing?
4
How do we decide where
to focus our efforts &
allocate resources?
5
What actions do we take
to improve our ability to
achieve our desired
outcomes?
6
How do we sustain
improvements and
ensure our efforts
are making an impact?
Balanced Scorecard
Customer, Financial Stewardship,
Process & Employee Outcomes
Process Dashboard
Lead & Lag Measures
63
65. Shingo House of Operational Excellence
CUSTOMERFOCUSED
RESULTS
ENTERPRISE ALIGNMENT
CONTINUOUS IMPROVEMENT
Each
Dimension
Supports the
Others, and is
Built Upon the
Others.
CULTURAL ENABLERS
Copyright 2013 Integris Performance Advisors
65
66. Don’t say “ I can’t because…”
Say, “I could if…”
-Amy Besel
Department of Social and Health Services
Copyright 2013 Integris Performance Advisors
66