operational transformation framework
TRANSCRIPT
© 2015 Future State | CONFIDENTIAL AND PROPRIETARY Copying, distributing, re-creating or any other non-authorized use of the content in these slides without express written consent is strictly prohibited.
OPERATIONAL TRANSFORMATION HYPOTHESIS, FRAMEWORK, CASE STUDIES,
AND MATURITY MODEL
4.28.2016
© 2015 Future State | CONFIDENTIAL AND PROPRIETARY Copying, distributing, re-creating or any other non-authorized use of the content in these slides without express written consent is strictly prohibited. 2
WELCOME AND GETTING STARTED
Open and hide your control panel
Join audio:• Choose “Mic & Speakers” to use
VoIP• Choose “Telephone” and dial
using the information provided
Submit questions and comments via the Questions panel
Your Participation
© 2015 Future State | CONFIDENTIAL AND PROPRIETARY Copying, distributing, re-creating or any other non-authorized use of the content in these slides without express written consent is strictly prohibited. 3
INTRODUCTIONSTODAY’S SPEAKERS
Shannon AdkinsVP, Client Engagement & [email protected]
© 2015 Future State | CONFIDENTIAL AND PROPRIETARY Copying, distributing, re-creating or any other non-authorized use of the content in these slides without express written consent is strictly prohibited. 4
DISCUSSION TOPICS
Case Studies
1
4
2
3
5
The Case for Change
Maturity Model
Operational Transformation Framework
Maturity Assessment Exercise
© 2015 Future State | CONFIDENTIAL AND PROPRIETARY Copying, distributing, re-creating or any other non-authorized use of the content in these slides without express written consent is strictly prohibited. 5
LANGUAGE MATTERSCLARITY WITH TERMINOLOGY IS CRITICAL TO UNDERSTANDING
Adoption InnovationProcess Excellence
Operational Transformati
onPortfolio
Management
✓Organization
al Effectiveness
© 2015 Future State | CONFIDENTIAL AND PROPRIETARY Copying, distributing, re-creating or any other non-authorized use of the content in these slides without express written consent is strictly prohibited.
THE CASE FOR CHANGE
© 2015 Future State | CONFIDENTIAL AND PROPRIETARY Copying, distributing, re-creating or any other non-authorized use of the content in these slides without express written consent is strictly prohibited. 7
CHANGE IS ALL AROUND USWE ALL HAVE EXPERIENCE WITH CHANGE; IT IS THE ONLY CONSTANT
CASE FOR
CHANGEInternal Drivers
External Drivers
• Growth• Merger and
Acquisition• New
Leadership• Talent Gap• Cost Pressure• New
Technology
• Competition• Industry Shift• Regulation• New
Technology
© 2015 Future State | CONFIDENTIAL AND PROPRIETARY Copying, distributing, re-creating or any other non-authorized use of the content in these slides without express written consent is strictly prohibited. 8
INITIATIVE DISCONNECT + CHANGE FATIGUEPEOPLE OFTEN EXPERIENCE COMPETING, DIVERGENT, DUPLICATIVE EFFORTS
CASE FOR
CHANGEInternal Drivers
External Drivers
Can lead to:
• Process improvement initiatives
• LEAN or Six Sigma projects
Can lead to:
• Innovation programs
• Design thinking initiatives
• Novel approaches
WHO IS THINKING ABOUT THE PEOPLE?
© 2015 Future State | CONFIDENTIAL AND PROPRIETARY Copying, distributing, re-creating or any other non-authorized use of the content in these slides without express written consent is strictly prohibited. 9
TAKE AN INTEGRATED APPROACHWITH PEOPLE AT THE CENTER OF FOCUS
• Process Excellence• Adoption• Innovation• Portfolio Management• Organizational
Effectiveness
© 2015 Future State | CONFIDENTIAL AND PROPRIETARY Copying, distributing, re-creating or any other non-authorized use of the content in these slides without express written consent is strictly prohibited.
OPERATIONAL TRANSFORMATION FRAMEWORK
© 2015 Future State | CONFIDENTIAL AND PROPRIETARY Copying, distributing, re-creating or any other non-authorized use of the content in these slides without express written consent is strictly prohibited.
OPERATIONAL TRANSFORMATION FRAMEWORKINTEGRATED, INTERDISCIPLINARY APPROACH TO LASTING CHANGE
ADOPTIONINNOVATION
PROCESS EXCELLENCE
OPERATIONAL TRANSFORMATIONInputs
Outcomes
How can we be more efficient with our process?
How do we generate novel approaches to solve future demands?
Why should I change?Who, what, when, where and how?
Do we have clear leadership, vision and a plan to get there?
How do we realize return on investment and sustain change over time?
How will we align, prioritize and manage risk?
11
© 2015 Future State | CONFIDENTIAL AND PROPRIETARY Copying, distributing, re-creating or any other non-authorized use of the content in these slides without express written consent is strictly prohibited.
MATURITYMODEL
© 2015 Future State | CONFIDENTIAL AND PROPRIETARY Copying, distributing, re-creating or any other non-authorized use of the content in these slides without express written consent is strictly prohibited. 13
Expe
cted
Ret
urn
on
Inve
stm
ent (
ROI)
PROCESS
ADOPTION
INNOVATION
0 1 2 3 4 - WORLD-CLASS
PORTFOLIO MANAGEMENT
ORGANIZATIONAL EFFECTIVENESS
Level of Maturity
© 2015 Future State | CONFIDENTIAL AND PROPRIETARY Copying, distributing, re-creating or any other non-authorized use of the content in these slides without express written consent is strictly prohibited.
CASE STUDIES
© 2015 Future State | CONFIDENTIAL AND PROPRIETARY Copying, distributing, re-creating or any other non-authorized use of the content in these slides without express written consent is strictly prohibited. 15
Good Superior Optimal World Class
PROCESSEXCELLENCE
ADOPTION
INNOVATION
Change Management and Communications for an Integration
CASE STUDYADOPTION APPROACH
© 2015 Future State | CONFIDENTIAL AND PROPRIETARY Copying, distributing, re-creating or any other non-authorized use of the content in these slides without express written consent is strictly prohibited. 16
Good Superior Optimal World Class
PROCESSEXCELLENCE
ADOPTION
INNOVATION
Current State Clinical Study Management Process Mapping
CASE STUDYPROCESS EXCELLENCE APPROACH
© 2015 Future State | CONFIDENTIAL AND PROPRIETARY Copying, distributing, re-creating or any other non-authorized use of the content in these slides without express written consent is strictly prohibited. 17
Good Superior Optimal World Class
PROCESSEXCELLENCE
ADOPTION
INNOVATION
NEW PRODUCT DEVELOPMENTContinuous Improvement for Coca-Cola Co.
EXTERNAL CASE STUDY
© 2015 Future State | CONFIDENTIAL AND PROPRIETARY Copying, distributing, re-creating or any other non-authorized use of the content in these slides without express written consent is strictly prohibited. 18
Good Superior Optimal World Class
PROCESSEXCELLENCE
ADOPTION
INNOVATION
Integrated Approach for an Independent Physician Association (IPA)
EXTERNAL CASE STUDYCOST OF HEALTH CARE DELIVERY
© 2015 Future State | CONFIDENTIAL AND PROPRIETARY Copying, distributing, re-creating or any other non-authorized use of the content in these slides without express written consent is strictly prohibited.
1 2 3 4
MATURITY ASSESSMENT EXERCISE
© 2015 Future State | CONFIDENTIAL AND PROPRIETARY Copying, distributing, re-creating or any other non-authorized use of the content in these slides without express written consent is strictly prohibited. 20
MATURITY IMPROVEMENTS
PROCESS EXCELLENCE
Create process clarity, known steps, roles, owners and KPI metrics
End-to-end process mapped with handoffs, metrics used to improve performance
Alignment of enterprise-wide process with governance; process linked to IT
Process integrated with adoption, innovation, customer, supplier process
ADOPTION
Establish touchpoints, give a reason to change and clear vision of future
Deliver routinely on support and leverage resistance as opportunity
Create full-circle, end-to-end consistency, recognize change champions
Integrate process, change and innovation efforts in holistic approach
INNOVATION
Cross-functional ideation and application to business needs
Development of regular innovation process, pilots funded through testing
Operationalize innovation competencies and create positive impact
Develop enterprise-wide leadership innovation and design thinking capability
PORTFOLIOMANAGEMENT
Standardize process within a select project management methodology and build program-level tools
Integrate into enterprise process, optimize resourcing and decisions with portfolio analytics and learning
Focus on continuous improvement and integrated enterprise schedules, resources and risks
Transparent decision-making based on accurate, proactive data and consistently measured over time
ORGANIZATIONAL EFFECTIVENESS
Leaders define and share foundational story (vision, mission, values, origins and focus)
Organization designs alignment to strategy with skill-enabled workforce, tools and processes
Process and systems exhibit philosophy, with diverse talent, learning and growth strategies integrated
Focus on leadership development, employee engagement, feedback loops, solid rewards, growth opportunities
WHAT TO FOCUS ON TO GET TO THE NEXT LEVELLEVEL ONE:
GOODLEVEL TWO:SUPERIOR
LEVEL FOUR: WORLD-CLASS
LEVEL THREE: OPTIMAL
© 2015 Future State | CONFIDENTIAL AND PROPRIETARY Copying, distributing, re-creating or any other non-authorized use of the content in these slides without express written consent is strictly prohibited. 21
OPERATIONAL TRANSFORMATION MATURITY MATRIXWORKSHEET
© 2015 Future State | CONFIDENTIAL AND PROPRIETARY Copying, distributing, re-creating or any other non-authorized use of the content in these slides without express written consent is strictly prohibited. 22
Please Contact:
THANK YOUQUESTIONS TO ASK, INPUT OR IDEAS TO SHARE?
Shannon AdkinsVP, Client Engagement & [email protected]: 925.956.4203Cell: 415.385.5430