ale 2014 agile and lean work climate change. parry

All Trade‐Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. All Trade‐Marks and ©Copyright 2014 Owned by Lloyd Parry. All Rights Reserved.

Stephen ParryAuthor of Sense and RespondSenior Partner at Lloyd Parry

[email protected] @leanvoices

All sources, influences, acknowledgements and reading lists can be found our blog at www.leanvoices.com

Three principles: People, People, People.Creating an adaptive, learning organisation.Work Climate Analysis.


Presentation Abstract

What do work‐climate principles tell us about the way we need to design, build and operate modern businesses?

Can we design organizations that are adaptive, innovative and engaging for employees, managers and leaders alike?

This presentation will demonstrate how a global organisation decided to trust their staff to redesign the work, the senior manager’s job roles, and even the organisational structures. All of which lead to remarkable positive outcomes.

The case study will prove we can design back in the employees’ willing contribution to establish a real human enterprise that is adaptive, innovative and engaging.

All Trade‐Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2013

Dr Gary FisherOrganizational Psychology Research

into Service and Work Climates

Now Research Development OfficerUniversity of Warwick

• The research explored how climate perceptions and affective reactions at the organizational, team and individual level influenced service performance via the use of Social Exchange Theory and the concomitant Rule of Reciprocity.

• The data set was gathered via a large scale (127 organizations and over 3000 employees) quantitative survey and was analyzed via Confirmatory Factor Analysis and Structural Equation Modelling.

• The proposed Psychological Process of the Theory to Performance Model outlined in Sense and Respond, was tested via a series of competing nested models.

Respectful

Collaboration

PerformanceManagement

And Measurement

Innovating ideas for customers

Sharing Intelligence with the team

Gathering customer intelligence data

Freedom and decision making

Employee influence on products and services

LeadershipCourage

V{tÄÄxÇz|Çz

How well we respond to customers

Sharing Intelligence Across the function

Sharing Intelligence with top/senior management

Employee influence on other functions

Employee influence on managing practices

Employee influence on end‐to‐end processes

Organisational Understanding

Trustworthiness VâáàÉÅxÜ câÜÑÉáx


Climetrics® Landscapes (Short Version)

CHARACTER OFFERINGSCUSTOMER EXPERIENCE

EMPLOYEE EXPERTISE

IMPROVEMENT RESPONSIBILITY

MANAGEMENT FOCUS

COMPETITIVE BASIS

LEADERSHIP FOCUS

Customer ValueEnterprise ®

Personalisedindividual,Bespoke.Unique.

Flexible Offerings

Customer experience is personal and unique

Co-Creation of solution design

Expert Broad knowledge to provide integrated solutions

Front-line experimentsand Learning

Creativity, expertise, new products and services.

Customer outcomes.Problem Solving

Trusted advisor and expert

Integration

Business Outcomes

Listen and

adapt

The Bus Low Variety Transactionaland Processed

No customer involvement in solution design

Basic ImprovementBoards

ImprovementSpecialists

SuggestionSchemes

Employee utilisation, cost reduction, work intensification.

Commodity

High Volume

Low Margins

Economies of Scale

Direct and

Control


AdaptiveClimateAnd

PerformanceCLIMETRICS®

™


Climate Science: The questions being asked.

Improving

M Employee influence on products and services

N Employee influence on managing practices

O Employee influence on other functions

P Employee influence on end-to-end processes

Leading

I Performance management

J Adaptive leadership

K Responding to customer issues

L Implementing ideas to better serve customers

Engaging

A Freedom and decision making

B Customer facing activity

C Customer intelligence gathering

D Sharing intelligence with the team

Learning

E Organisational understanding

F Sharing intelligence across the function

G Sharing intelligence with other functions

H Sharing intelligence with top/senior management

Weak Standard Excellent

All Trade‐Marks and ©Copyright 2014 Owned by Lloyd Parry. All Rights Reserved.

Weak Standard Excellent

Autonomy

Customer facing activity

Intelligence gathering

Sharing team intelligence

Excellent Standard WeakDirect and Control Work-ClimateEngaging

OrganisationalUnderstanding

Sharing intelligence within the function

Sharing intelligence with other functions

Sharing intelligence with senior managers

Learning

Listen and Adapt Work-Climate

Transformation objective Improvement objective ?

Global ICT and Applications Company B2B: Before and After

Climetrics®Direct and ControlListen and Adapt


Weak Standard ExcellentPerformanceManagement

Leadershipapproach

Responsiveness to customer issues

Implementingideas to better serve customers

Excellent Standard Weak

Leading

Employee influence on improving service

Employee influence on work practices

Employee influence on other functions

Employee influence on end‐to‐end processes

Improving

Transformation objective

Global ICT and Applications Company B2B: Before and After

Climetrics®

Direct and Control Work-ClimateListen and Adapt Work-Climate

Direct and ControlListen and Adapt

All Trade‐Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2014 Lloyd Parry. All rights reserved

Representatives from all areas working together.


Direct and ControlListen and Adapt


Choice

Freedom

Power

Performance is a matter of people having

which is a matter of

with the Purpose and possibility

Leadership without position

Your organisation is no longer a hindrance to employees, managers and customers.

Creating an Adaptive, Learning, Organisation.

Visualisation and Measurement

Willing contribution

Climate


to do what matters to serve the customers purpose


Useful References

Service Climate and Customer Intelligence Workers by Parry and Fisher. Adaptive Enterprise by Stephan Haeckel

Fourth Generation Management by Brian Joiner.Landmark Education and the Landmark Forum www.landmarkworldwide.com

The Human Side of Enterprise by Douglas McGregorLean Solutions by James P. Womack and Daniel T. Jones

Maslow on Management by Abraham H. MaslowPrinciples of Mass and Flow Production by Frank G. Woollard

Systems Thinking: Managing Chaos and Complexity: A Platform for Designing Business Architecture by Jamshid GharajedaghiService Quality by Benjamin Schneider and Susan S. White

Service Climate and Customer Intelligence Workers by Parry and Fisher

Sense and Respond: The Journey to Customer Purposeby Stephen Parry, Susan Barlow, and Mike Faulkner

www.lloydparry.com www.lloydparry.com/newsletter


About Stephen Parry

Stephen Parry is an international leader and strategist on the design and creation of adaptive enterprises. He has a world‐class reputation for passionate leadership and organisational transformation by changing the way employees, managers and leaders think about their business and their customers.

He is the author of Sense and Respond: The Journey to Customer Purpose, a highly regarded book written as a follow‐up to his award‐winning organisational transformations. His change work was recognised when he received Best Customer Service Strategy at the National Business Awards. The judges declared his strategy had created organisational transformations which demonstrated an entire cultural change around the needs of customers and could, as a result, demonstrate significant business growth, innovation and success.

Stephen believes that organisations must be designed around the needs of customers through the application of employee creativity, innovation and willing contribution. This was recognised when his approach received awards from the European Service Industry for the Best People Development Programme and a personal award for Innovation and Creativity. Stephen has since become a judge at the National Business Awards and the National Customer Experience Awards. He is also a Fellow at the Lean Systems Society.


TM

No part of this publication may be reproduced or transmitted in any form or for any purpose without the express permission of Service Climate Management Ltd. The information contained herein may be changed without prior notice.

Service Climate Management ® is a registered trade mark of Service Climate Management Ltd.

Customer Value Enterprise ® is a registered trade mark of Service Climate Management Ltd.

Climetrics ® is a registered trade mark of Service Climate Management Ltd.

The Engaging, Learning, Leadings Improvement device is a TM of Service Climate Management.

CORE Demand Profile TM is a trademark of Service Climate Management Ltd.

© 2014 Service Climate Management Ltd. All rights reserved

All other product and service names mentioned are the trademarks of their respective companies. Data contained in this document serves informational purposes only.The information in this document is proprietary to Service Climate Management Ltd. No part of this document may be reproduced, copied, or transmitted in any form or for any purpose without the express prior written permission of Service Climate Management Ltd.This document is a preliminary version and not subject to your license agreement or any other agreement with Service Climate Management Ltd. This document contains only intended strategies, developments, models, methods and products and is not intended to be binding upon Service Climate Management to any particular course of business, product strategy, and/or development. Please note that this document is subject to change and may be changed by Service Climate Management Ltd. at any time without notice.Service Climate Management assumes no responsibility for errors or omissions in this document. Service Climate Management Ltd. does not warrant the accuracy or completeness of the information, text, graphics, links, or other items contained within this material. This document is provided without a warranty of any kind, either express or implied, including but not limited to the implied warranties of merchantability, fitness for a particular purpose, or non‐infringement.Service Climate Management Ltd. shall have no liability for damages of any kind including without limitation direct, special, indirect, or consequential damages that may result from the use of these materials. This limitation shall not apply in cases of intent or gross negligence.The statutory liability for personal injury and defective products is not affected. Service Climate Management Ltd. has no control over the information that you may access through the use of hot links contained in these materials and does not endorse your use of third‐party Web pages nor provide any warranty whatsoever relating to third‐party Web pages.

ale 2014 agile and lean work climate change. parry

Presentations & Public Speaking