Our CSI Journey at LV=, having a

At the outset our CSI approach was:

� un-focussed,

� non-strategic,

� un-collaborative,

� not communicated,

� and in a lot of places non-existent!

We don’t have a CSI manager or team so day-to-day

improvements are carried out as a ‘side-of-desk’ activity.

This presents a number of challenges:

� Lack of resources

� Buy-in

� Understanding

� Strategic direction

We have used a number of methods to tackle these

challenges:

� Posters

� Roadshows

� Team Meetings

� Workshops

� Deming

� ADKAR

� 6 Q’s

� System Thinking

� Agile

� Lego serious play

Over the last 2 years we have:

� Set out a clear mission and strategy

� Established a regular forum

� Created an intranet site

� Applied CSI methodology to our CSI

process

� Adopted agile methodology

� Improved our incident, problem and

known error processes

� Established regular engagement

with other internal improvement

programmes

� Increased our external engagement

with Axelos and itSMF

Our Mission: “To be a central point to drive

strategic CSI within CIO Operations”

Our aim is to :

� Improve customer experience

� Instil professional pride in our staff and a passion for service

� Give visibility to LV= of improvement activities and achievements across CIO Operations

� Continuously assess the health of our CIO Operations practices and collaboratively

implement appropriate improvements

� Remain ISO 20000 compliant to maintain customer confidence in our services

Our Vision: “To embed a self-sustaining CSI

culture across CIO Operations”

Posters

WHY:

� Launch of “Passion for Service”

� We wanted to establish our brand

� Grab people’s attention

� Start getting people to think differently

RESULT:

� General awareness of “Passion for Service”

� Start to shift the culture

� Prepared the way for workshops, roadshows &

team meetings

We created a series of

inspirational quotes to promote

the launch of

“Passion for Service”

#communication

Roadshows + Team Meetings

WHY:

� Continued the launch of “Passion for Service”

� General lack of understanding of continuous

improvement

� General lack of awareness of improvements

already being worked on

RESULT:

� Shared common understanding of our purpose

� Everyone involved in the journey

� Improvement ideas captured

� Setting out the CSI strategy

� Setting the context: � Where have we come from

� What are we trying to achieve

� Getting people involved� What does excellent service mean to

you?

� What improvement ideas do you

have?

TIP:

� Be bold and visual/interactive

� Don’t rely on others to spread your

message#communication, #buy-in, #understanding

Workshops

WHY:

� Struggling to find time to spend on continuous

improvement ideas

� People working in isolation on improvement

ideas

� Lack of understanding of issues and the impact

of them

RESULT:

� Dedicated time to focus on CSI

� Increased collaboration

� Shared common understanding of the issue

� Increased sense of purpose and achievement

� Brainstorming

� Group discussion� How big an issue is this?

� How does it affect you?

� How could we do things differently?

� Visual templates� Vision

� Game Plan

� 5 bold steps

� Timeline Review

� World cafe

#collaboration, #understanding

Deming

The Deming Cycle, or PDCA Cycle,

is a continuous quality

improvement model consisting of

a logical sequence of four

repetitive steps for continuous

improvement and learning:

Plan, Do, Check and Act.

WHY:

� We didn’t have a strategic direction

� We had no core objectives

� We weren’t taking any actions to underpin our

improvements

RESULT:

� Defined mission and vision

� Established core objectives

� Sustainable improvements delivered

#strategic, #focussed

ADKAR

Awareness

Desire

Knowledge

Ability

Reinforcement

• Understand need for change

• Understand nature of the

change

• Support the change

• Participate and engage

• How to change

• Implement new skills

and behaviours

• Implement the change

• Demonstrate performance

• Sustain the change

• Build a culture and

competence around

change

WHY:

� Our core objective was to deliver a culture

change

� Managing change increases the probability of

successful change within the business.

� Organisations don’t change, people do

RESULT:

� Greater understanding

� Increased buy-in & collaboration

A NEW LENS FOR VIEWING CHANGECHANGE HAPPENS ONE PERSON AT A TIME

Prosci ADKAR® Model#understanding, #buy-in, #collaboration

Reduces a risk to

service

Make service

clearer or better

defined

Give a better

quality of

service

Make service

more secure

Make service

more

successful

6 Q’s

� What are we trying to achieve? Why does it matter?

� What do we need to do to achieve it?

� Who’s going to do it? Who needs to be involved?

� Who benefits or is impacted by it?

� Who owns it? Who can start or stop it?

� What constraints apply?

� Which criteria does this improvement meet?

WHY:

� We weren’t focussing on priority activity

� We didn’t have a common framework for

comparing improvement ideas

� We weren’t focussing on our core objectives

RESULT:

� CSI backlog prioritised

� Problem statements defined

� Shared understanding Tie-breaker:

#strategic, #focussed, #understanding

System Thinking

� What is the purpose of the process &

why does it matter?

� What is the demand for the process?

� What is the process flow?

� What system conditions apply & what

thinking is behind that?

� How long does the process take?

WHY:

� Complex processes with multiple participants

with historical constraints

� Conflict between teams/processes as there

was no understanding or appreciation of the

obstacles they face

RESULT:

� Greater understanding

� Shift in thinking – challenging the status quo

� Improvement opportunities identified

� Improved relationships and collaboration

#understanding, #collaboration

Agile

� Quarterly time-box activities

� Monthly huddles: � What has progressed?

� What obstacles are impeding

progress?

� Quarterly forums:� Show & Tell

� Retrospective

� New idea assessment

� Backlog prioritisation & planning

� End-of-year retrospective and

forward planning

WHY:

� We weren’t focussing on priority activity

� We regularly ran out of time to talk about new

ideas or what we were going to do next

� We never discussed the CSI process itself and

whether we were delivering our core

objectives

RESULT:

� More effective & efficient

� Greater understanding

� Increased buy-in & collaboration

� Improved strategic direction

#strategic, #focussed

Lego® Serious Play

� Build a model that represents

you and the part you play in the

process/team

� Explain your model to the group

� As a group combine all your

individual models to represent

the whole process/team

WHY:

� Conflict between teams/processes as there

was no understanding or appreciation of the

obstacles they face

� People working in isolation

RESULT:

� Improved relationships

� Greater understanding

� Increased buy-in & collaboration

#understanding, #collaboration, #you’re-never-too-old-for-Lego®!

Internal Improvement Programmes

Key themes for Improvers Assemble:

� Active collaboration

� Identify and address inhibitors

� Challenge people to challenge for

themselves

� Share and communicate broadly

� Provide clarity of shared and

individual purpose

#collaboration, #communication

� 6 podcasts recorded about our Improvement Journey

� Attended Axelos away day and gave a speech about

our Journey

� Attended ITSMF 2015 as a guest of Axelos

� ITIL – From 3 to 5 ITIL Experts

External Engagement

� Presented at ITSMF 2015 Conference on Change

� Attended ITSMF Leadership Council

� Appointed to ITSMF Board

� Attended more Forums and SIGs

� 2 individuals shortlisted for ITSMF Young

Professional of the Year 2015 - Ashleigh Morgan

winner

#collaboration, #understanding, #communication

Validated &

documented

Known Error

process

Queue owners

reminded of their

Roles &

Responsibilities

“3 strike” approach

for user response to

close a ticket

Change Mgmt

improvements to handle

Agile changes

Request IT front end

re-vamped

Service hours & Support hours;

ongoing review by Application

Managers

Streamlined root

cause categories

Revised Incident categorisation;

selectable options across 3 fields

reduced from 898 to just 64

Virtual monitoring team

dealing with Event

Management

App Managers & IT CSMs

taking active role in

managing 3rd parties

Small library of tech &

mgmt books in Bmth

Desktop Services

procedures to reduce

unassigned tickets

Application Management are managing

problem priority in conjunction with the

business through Service Forums and with

Problem Management

Reviewed content &

format of MIRs

Refined definitions of

Incident, Problem and

Request were shared

with all teams.

Fewer incident & problem statuses

that measure activity that is

meaningful to the business and CIO

and reduce the amount of time spent

updating status

Our Improvements

� Don’t be afraid to try – you can only Succeed or

Learn

� Remember to apply CSI thinking to your CSI

process

� There is no such thing as Perfect or Complete,

only Continuous Improvement

� Success is the sum of small efforts, repeated day

in and day out

� The first step towards getting somewhere is to

decide you are not going to stay where you are

� We cannot solve our problems with the same

thinking we used when we created them

Guiding Principles

#CSI, #yes-you-can