k ey e x e c u t i v e organizational l e a d e r s h i p ... · 4/1/2020 · k ey e x e c u t i v...

K E Y E X E C U T I V E L E A D E R S H I P P R O G R A M S

C H A L L E N G I N G G O O D M A N A G E R S T O B E C O M E E X T R A O R D I N A R Y L E A D E R S

O PTIM IZ ING P ER FO R M ANCE IN

T IM ES O F U NCERTAINTYD I G I T I Z I N G T H E C O N C E P T S , P R I N C I P L E S & P R A C T I C E S O F P E R F O R M A N C E I M P R O V E M E N T

Jim Hill, EdD

Founder and CEO

Organizational Performance Systems | Los Altos, CA | ops1.com

April 9, 2020

Organizational

Performance

Systems


Organizational Performance Systemsops1.com | 650-968-7032

Today’sRoadmap

Mini recapof February

AnalysisPlanning

Q&ACurrent

situation

Project management

Reporting & decision making

Tools that increase certainty

4321

Quickorientation

Employeeengagement

5



Today’s Highlights1. Three factors that impede change

2. Why traditional business tools are insufficient in times of uncertainty

3. The business case for using the cloud to drive measurable performance improvement

4. Examples – from government – of integrated tools that reduce uncertainty and accelerate results

5. Four “must haves” for sustaining success

Background for Today’s Conversation• The world is increasingly interconnected and digital BUT performance improvement approaches are flat and analog

• This creates inefficiencies and vulnerabilities, harms the client, and tears at consultant-client relationships

• Move from concepts and ideas to actions and tools



"I see my job as the person who is the scientist, the public health official, the physician who understands disease. And to get the correct information…to [the president] so he can make decisions that are based on evidence and…on data.“

Dr. Anthony FauciAs reported by Isaac Scher in Business InsiderApril 2, 2020



IT’S ALSO ABOUT...

▪ Maintaining or Regaining Momentum

▪ Extending Reach and Influence

▪ Achieving – and Demonstrating – Results

“Organizational Telemedicine”

TODAY IS ABOUT REALITY.

The Performance Improvement Leader

as

Organizational Physician



About Intellectual Property:Al-Ali, N. (2003). Comprehensive intellectual capital management. John Wiley & Sons; New Jersey.

Heer, C. & Kutsyna, D. (2019). The value of intellectual property. Accessed via https://www.heerlaw.com/value-intellectual-property. Last updated October 19, 2019.

Radovanovic, N. & Bilen-Katic, B. (2014). The role of intellectual property in developing a knowledge-based society. In Management. 70(70):87-93 · March 2014. DOI: 10.7595/management.fon.2014.0007.

About Growth of World Data: J. P. Morgan, 2016. Startup/Investors forum. San Francisco.

About Project Management Success:Dr. Dobbs Journal. (2011). Project success rates. As reported in http://athena.ecs.csus.edu/~buckley/CSc233/Why_Projects_Fail_data.pdf. October 2011.

Geneca. (2017). Why up to 75% of software projects will fail. Blog. https://www.geneca.com/why-up-to-75-of-software-projects-will-fail/. January 25, 2017. (Based on 600 interviews)

Lim, R. (2018). 14 fascinating project management statistics. Blog. In Hive. https://hive.com/blog/project-management-statistics/. September 18, 2018.

Mavenlink Blog. (2017). 21 shocking project management statistics that cost business owners millions each year. Blog. https://blog.mavenlink.com/21-shocking-project-management-statistics-that-explain-why-projects-continue-to-fail. March 7, 2017.

About the Ebbinghaus “Forgetting” Curve: Shrestha, P. (2017). Ebbinghaus Forgetting Curve, In Psychestudy, November 17, 2017, https://www.psychestudy.com/cognitive/memory/ebbinghaus-forgetting-curve.

About Management Methods:Fitz-Enz, J. (2009), The ROI of human capital, 2d Ed. AMACOM, p. 24

Gilbert, T. F. (1987). Human competence: Engineering worthy performance. New York, NY: McGraw-Hill.

About Motivation and Control:Bandura, A. (1997). Self efficacy: The exercise of control. New York: W. H. Freeman.

Clark, R. E. (1998). Motivating performance: Part 1 - Diagnosing and solving motivation problems. In Performance Improvement, 37(8), 39-46. ISPI.

Locke, E.A. and Latham, G. P. (1990). A theory of goal setting and task performance. Englewood Cliffs, NJ.: Prentice-Hall.

About Change Management:Hill, Jr., J. J. (2004). Stewardship. In Performance Improvement, 43(8), 18-23. ISPI.

Hill, Jr., J. J. (2013). Giving away power. Los Altos, CA: Proofpoint Publishing.

Sanders, E.S. & Thiagarajan, S. (2005). Performance intervention maps: 39 Strategies for solving your organization’s problems. Alexandria, VA: ASTD.

Smith, M. E. (2002). The myths of change management. https://doi.org/10.1002/pfi.4140410910. (Meta analysis. Sample size 43,000).

Van Tiem, D. Moseley, J. and Dessinger, J. (2012) Fundamentals of performance improvement: Optimizing results through people, process, and organizations. Figure 2.1; p. 43. Wiley-Pfeiffer; San Francisco, CA.

28+ References

About Government Performance (Multi-Agency):Friedman, M. (1975). An economist’s protest, 2d Ed. Sun Lakes, AZ: Thomas Horton & Daughters:.

Under Secretary of Defense, Acquisition, Technology, and Logistics. (2016). Performance of the Defense Acquisition System: 2016 Annual Report. Washington, DC: Department of Defense.

United States Government Accountability Office. (2015). Report to the Committee on Armed Services, House of Representatives: Defense Acquisitions – Better approach needed to account for number, cost, and performance of non-major programs. GAO-15-188. Washington, DC. March 2, 2015.

United States Government Accountability Office. (2016). Agencies need to fully identify and report major management challenges and actions to resolve them in their agency performance plans. GAO-16-510. Washington, DC. June 15, 2016.

United States Government Accountability Office. (2017). Sustained attention to human capital leading practices can help improve agency performance. GAO-17-627T. Washington, DC. May 18, 2017.

About the U.S. Federal Budget:Borak, D. (2019). US debt projected to hit 'unprecedented levels' over the next 30 years, CBO says. CNN. June 25, 2019.

Davidson, K. & Restuccia, A. (2020). Trump proposes $4.9 trillion budget, with cuts to safety nets. The Wall Street Journal. February 10, 2020. p. A1.

Gruber, A. & Gianfortune, R. (2020). How Would Your Agency Fare Under President Trump’s Fiscal 2021 Budget? In GovExec. https://www.govexec.com/management/2020/02/how-would-your-agency-fare-under-president-trumps-fiscal-2021-budget/163006/

Malone, K. (2020). 5 Takeaways from OMB’s fiscal 2021 budget guidance. In GovLoop. February 10, 2020. https://www.govloop.com/5-takeaways-from-ombs-2021-budget-guidance/.



Uncertainty = Imperfect Information

▪ Strategy

▪ Planning

▪ Decision making

▪ Action

Impacts Related Concepts BIG QUESTIONS TODAY▪ Risk

▪ Ambiguity

▪ Cost

▪ Future Events | Trends

▪ Knowledge | Information

▪ Known Knowns | Known Unknowns

▪ Affects

▪ Do I have a job?

▪ What will my job look like when I go back to work?

▪ What am I going to do differently?

3 more references:https://simplicable.com/new/uncertaintyhttps://yourbusiness.azcentral.com/three-types-uncertainty-management-20972.htmlhttps://www.strategyex.co.uk/blog/pmoperspectives/how-many-kinds-of-uncertainty-are-there/



Performance Architecture: 4 General Components

ORGANIZATIONALANALYSIS

ENVIRONMENTALANALYSIS

INSTITUTIONAL ANALYSIS

MissionGoals

StrategiesCulture

Client and CommunityPerspectives

DEFINE DESIRED PERFORMANCE

DEFINE ACTUAL PERFORMANCE

GAP

FIND ROOT CAUSES

Why does theperformance gap

exist?

SELECT PERFORMANCE

SOLUTIONSClearly defined

performance gap

IMPLEMENT PERFORMANCE

SOLUTIONSSolutions match the

root cause

OBTAIN STAKEHOLDER AGREEMENT……………………………….MAINTAIN STAKEHOLDER AGREEMENT………….

MONITOR AND EVALUATE……………………………………………………………………………

Analysis

Project and ProgramManagement

Planning

Must Have: A “smart” way to execute and integrate

Reportingand Decision Making



BEM: Practical Translation

Information

What do you want me to do?

Tools / Resources

What do I do it with?

Incentives

What do I get for doing it?

Skill / Knowledge

Do I know how to do it?

Capacity

Am I right for the job?

Motives

Do I feel like it?

Envi

ron

me

nt

Ind

ivid

ual

Model from Gilbert, T. F.

ALIGNS TO 4 MOTIVATIONAL

SWITCHES

Do I understand what’s being asked of me?

Can I do it?

Will I be permitted?

Do I feel like it?



Information Tools / Resources Incentives

Skill / Knowledge Capacity Motives

Envi

ron

me

nt

Ind

ivid

ual

MANYSOLUTION OPTIONS

BUT ONLYA FEW

FOR ANY SPECIFIC ISSUE

Must Have: A “smart” way to sort through the options

Organizational Complexity



The Current Global Issue

Requires Data



Infection Control ChoicesPaper flow charts, forms and instructions

* Instruction details vary by infection type Actual results

Auto-generated

reports

Point-and-click applications

ANDTO



The Future of Work: Everyone is looking at it



The Future of Work: What does it mean?Business cycles in hyper drive

The Open Source organization

The Quantified Employee / Workforce

The Fluid Organization

The Virtual Organization

Distributed

Open

Neighborly

Caring

4 more references…https://consciouscompanymedia.com/workplace-culture/characteristics-future-work/https://www.unleashgroup.io/news/five-characteristics-will-define-future-of-work/https://blog.wunderlandgroup.com/in-with-the-new-8-defining-characteristics-of-the-future-of-workhttps://vinjones.com/11-characteristics-future-of-work-companies/

The blended workforce

Integration of robotics and cognitive technologies into the workforce

Focus on talent acquisition

Jobs will change

“Essentially human parts of work” will become more important

Workforce models developed outside of HR

Everyone has the power and authority

All information is open



The Future of Performance Improvement

▪ Industry knowledge

▪ Data collection

▪ Analysis

▪ Objectivity / Lack of bias

▪ Consensus building

▪ Solution development

▪ Project management

▪ Empathy

WHAT IS VALUED? WHAT DOES IT MEAN?

Technology provides advantages:

• More certainty

• More efficiency

• Faster time to results

• Greater profitability

Create an“augmented future” to

MAXIMIZE VALUE

WHAT SHOULD I DO?



What Leaders Tell Us

Clear business cases for new approaches to effectiveness

CROSS-DOMAIN EXECUTIVE NEED

“WE NEED WAYS TO:

Visualize complexity, alignment, interdependencies, and integration

Promote buy-in

Support risk assessment and mitigation

Provide contextual workflows, schedules, and checklists based on types of action

Synchronize

Establish decision points and support review processes

Inform investment decisions



There is a need…

for a major change in the approach to program and resource management

▪ Budget decisions are often disconnected from

actual performance

▪ There is desperate need for data that connects

planning, budget, and results

▪ Leaders need a timely, accurate, and unbiased

way to see across the Organizational

Performance System – to manage the “business

of the business”

▪ End users, resource sponsors, and stakeholders

need confidence that they’re getting the best

solutions, in the fastest time, at the best value

Despite (what was) the strength of the current economy…

leaders are being asked to cut costs

40%AS MUCH AS

Persistent Issues



Revenue $3.645 Trillion

Deficit $1.101 Trillion

FY2020 Total US Budget $4.746 Trillion

Mandatory spendingSocial Security, Medicare, Medicaid…

$2.841 Trillion 60%

DiscretionaryIncludes:

Defense Spending (includes contingencies)

All other discretionary spending (includes HUD, HHS, Education, Transportation…)

$1.426 Trillion

$776 Billion

$650 Billion

30%

16.4%

16.3%

Debt service interest payment $0.479 Trillion 10%

Total Debt $23.083 Trillion

2020Federal Budget



2 QUESTIONS FOR PLANNING:

▪ What’s most likely?

▪ What’s most dangerous?

2021ProposedFederal Budget(pre-COVID-19)

Defense

NASA

DHS

VA

EPA

HUD

Commerce

Transportation

State / USAID

Interior

HHS

Energy

Labor

Justice

Treasury

-37%

-27%

-15%

-8%

+12%

+13%

+0.3%

-17%

-13%

+2%

Education

Agriculture

-13%

-9%

-11%

-8%

-8%

-2%

+3%

Either Way → Need to Find Efficiencies…Fast



FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15

$0B

$10B

$30B

$40B

$50B

$60B

$70B

$80B

$20B

Contracted Services (from DOD)

Where are the Efficiencies?

~$32BKnowledge-

based Services

Info and expertise can easily walk out

the door

“There is virtually no data related to daily transactions.”J. P. Morgan, Startup Forum, 2016



3 Factors That Impede Change

BIAS in the solution selection process, or a desire to “jump”

into action without analysis

1

2

3

MISDIAGNOSIS of issues

POOR FOLLOW THROUGH or solution reinforcement

TYPICAL RESPONSE?A flood of change management methods…

Typically, some form of a multi-step “success” process.

Many Methods: 7 steps, 8 steps, 10 steps, 12 steps, and more.

WHY?



Cutting Through the Spin

??????????…Social

Engagement, Intangibles Manag

Knowledge Management,

Balanced Scorecard, Inte

Reengineering, Delaying, Rig

Customer Service, Benchm

Empowerment, Continuous Impro

McKinsey 7S, Change Management,

TQM, Intrapreneuring, Relationship

Quality Circles, Diversification, One Min

Work Simplification, Hierarchy

Organizational Renewal, Value

Managerial Grid, Matrix Management,

Theory Y, Theory X, Plan/Organize

Management by Objectives, Man

2005

2000

1990

1980

1970

1960

1950

Adapted from Fitz-Enz, J. (2009), The ROI of Human Capital, 2d Ed. AMACOM, p. 24.

2010

2017 …Agile…??????????

ement, Business Analytics, Leaning In

Execution, Talent Management

llectual Capital, Outsourcing

htsizing, Economic Value Added

arking, 7 Habits, Downsizing

vement, Kaizen, Lean, Scrum

Management by Walking Around, 7 Habits

Management, Excellence, Six Sigma

ute Management, Theory of Constraints

of Needs, Emotional Intelligence

Chain, Kepner-Tregoe, Zero Defects

Motivator Hygiene Theory, Theory Z

/Direct/Control, Human Relations

agement Science, Decision TreesW

hat

is t

he

Co

re S

cie

nce

?

70 Years of Management

Panaceas



The Problem? Current Business Tools Are Insufficient

BINDERS

Time intensive

Not current

Dust collectors

SPREADSHEETS

Staff intensive

Multi-version

Error prone

SLIDEWARE

Staff intensive

1-time use

Static

Not Distributed | Not Secure | Too Much Effort

SOCIAL APPS

Staff intensive

Inflexible

Don’t scale



• Simplify processes

• Gain visibility

• Accelerate RESULTS

ADVOCATE FOR AN APPROACH THATMAKES THINGS EASY

SHAPES THE CULTURE YOU’RE AIMING FOR

CHARACTERIZED BY THE USE OF EVIDENCE

PROVIDE VALUESAVE TIME

REDUCE RISKEMPOWER TEAMS



Giving Away

Power

Dr. Jim Hill

Sharing power and building confidenceinside organizations

RESEARCH IN THE SCIENCE OF ORGANIZATIONAL PERFORMANCE

HOWWEGOTSTARTED



THE RIGHT TOOLS → THE RIGHT INFORMATION

The Software The Data CenterYour Device The Software The Data CenterYour Device The Software The Data CenterYour DeviceAny Device Applications Secure Data Center



INFORMATION → ABILITY & CONFIDENCE

CONFIDENCE → MOTIVATION



CULTUREIS

CRUCIAL

THE BASIS FOR A NEW OPERATING MODEL

Accomplishments

Actions

Attitudes

Culture



How do we assess ongoing programs and new requirements?

Do our priorities align with achievable objectives?

How do we responsibly audit, govern, and allocate resources?

Who supports us and are they performing?

How well are we integrated?

The Cloud Creates Efficiencies and Accelerates Performance



Tools That Increase Certainty



Common Theme: Getting the Right Information

Know a lot

Stay quiet

“Meeting Mice” “Contributors”

Know a lot

Participate well

Reality: It’s easier with technology

Don’t know much

Won’t shut up

“Meeting Monsters”



Planning 1



How certain am I that we’re flying in formation?

Use case: Current programs aligned to an organizational strategy.

Yellow highlighting shows a lack of alignment.

Horizontal = an action with no alignment to an organizational goal

Vertical = a goal with no supporting actions

About this example

Project details not shown

Set up executive summaries

and decision registrations



How certain am I that we’re integrated and aware?

▪ Show inter-relationships – how you support or are supported

▪ Show progress and status

▪ Send auto-alerts if suspense dates or metrics are out of scopeProject details not shown



Analysis 2



How certain am I that we’ve identified the best solutions?

Use case above: Tasks that align to a major organizational function.

Use case above: Yes/No assessment of specific standards.

Accelerateyour time to results

Reduce the effortfrom months to days

Systematic

Unbiased

AnyJob, Task or

Functional Area



“Organizational Telemedicine” provides unique advantages

Information Tools / Resources Incentives

Skill / Knowledge Capacity Motives

Envi

ron

men

tIn

div

idu

al

Organizational Complexity

Goal: Match Needs with the Right Solution Sets



3 Ways to Analyze Performance

3 CLICK

4 STEP

DEEP

MINUTES

< 1 HOUR

FEW DAYS TO 4 WEEKS

KNEE TAP

X-RAY

MRI



Knee Tap: Start at the End → Client “desire”

Super Quick…minutes

3 Clicks



Simple, 4 Step Analysis Produce aweighted solution recommendation

<1HOUR



Deep Dive: To Increase Fidelity and Analytic Rigor

Solution summary info

Prioritized task and sub-task deficiencies

Alignment to other analyses

100’s of SMEs enter their views virtually

22 federal departments and agencies identified gaps and solutions for a global security issue

About

this example < 3 weeks

$300Mtargeted solutions

APPROVED

Task details not shown



Activity, Project &

Program Management 3



Simplify Scheduling

Use case: Navy ship readiness and sustainment program. 800+ tasks and activities auto-populated based on one key date.

BEFORE AFTER

Eliminate scheduling via spreadsheet & slide shows.

Integrate multiple initiatives.Enter ONE key date → auto-populate the schedule.



Create Project Specific Task Patterns

Complete flexibility to meet unique needs…

From simple to complexClick a “type” to auto-generate the right template



▪ CREATE THE “ILLUSION OF CONTROL”

▪ ADD FRICTION AND FRUSTRATION

▪ ACTUALLY SLOW THE PROCESS DOWN

BTW…Gantt charts aren’t always your friend



▪ Build in key decision points

▪ Align to delivery dates

▪ Reinforce desired business rhythm

Checklists are often more effective

MULTI-TASK

MULTI-PHASE

AUTOALERTS

Use case: Large housing authority. 10 phases; 250+ tasks; Multiple decision points



How certain am I that we have the right priorities?

Use case: Global staffing requirements.

Factors weighted to determine their potential impact on country-specific priorities.

Use case: From multi-department/agency “threat analysis”.

Scenarios weighted to determine the potential effect of identified gaps.

Potentially sensitive information not shown.WEIGHTEDEXAMPLES

Country details not

shown

Scenarios not shown

Scenarios details not shown

Task details not shown

Increase Objectivity



Reporting &

Decision Support 4



How certain am I that I have a clear picture?

Daily reports auto-assembled from multiple inputs

AUTO-GENERATED LEADER UPDATES SHOW STATUS BY…

▪ Organization

▪ Geography

▪ Or other relevant breakouts

ONECLICK

ACCESS



Get Alerts and Notifications at Pre-set Thresholds

Use case: Infection control. Senior care facility, Washington state.

As with other use cases,can be applied to specific needs:

▪ Ship berthing

▪ Other events (e.g., Hajj)

▪ Other infections

▪ Refugee camps

Early Warnings

▪ 60+ possible influenza cases identified▪ Prophylactic administered early▪ Only 4 actual infections >>> 0 deaths



Let Others See Your Progress

Council District 2027 units

Use case: Public housing agency. $250M under development.



Employee Engagement 5



Very unlikely that people will give low scores (1 or 2) and stay.

Much more valuable to learn how the work environment can be improved.

Am I hearing our team?

TYPICAL RESULTS▪ Satisfaction

▪ Retention

3 STEPS 1

2

ASSIGN

COMPLETE

3 REPORT

▪ Operational Effectiveness

▪ Reduced Costs

WHAT CAN WE DO BETTER?

ONEQuestion

Multi-item, multi-point “engagement”

questionnaires

Cognitive dissonance



Adding AccountabilityOPTIMAL GOAL? • Use data

• Add narrative comments

LINK INDIVIDUAL & ORGANIZATIONAL SUCCESS

FAIROBJECTIVE

“PERFORMANCE MANAGEMENT”

• Tie to objective reviews and rewards

NotShown



AnalysisPlanningProject

management

Reporting & decision making

4321Employee

engagement

5

The Tools of the Organizational Physician

In total, an always available Organizational Health Record

How to Start? SMALL. Focus on 1 or 2 areas. Add others as needs arise



STAFF TIME

WORKFLOW

DATA VISIBILITY

ALERTS

PROGRESS & RESULTS

BETTER USED

COORDINATED

A LOT

TIMELY

CRYSTAL CLEAR

Digitizing Best Practices → Increases Certainty



What We’ve Learned 4 Success Factors.

1

Clear success

criteria

Staff leadership

with energy

3

Known incentives

for initial team

members

42

Committed

sponsors and

stakeholders



FOLLOW UP

PleaseStay

Healthy!

…or For a Deeper Dive

Jim Hill

[email protected] | 650-823-7488

https://www.linkedin.com/in/ops1jim/

jjinlosaltos

key.american.edu – For more Key Webinar info

ISPI.org – For more info on the May Virtual Conference

k ey e x e c u t i v e organizational l e a d e r s h i p ... · 4/1/2020 · k ey e x e c u t i v...

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