service leadership’s 9 guiding principles: modeling...

Service Leadership’s 9

Guiding Principles: Modeling Success

Service Leadership’s 9 Guiding Principles: Modeling Success

Session 107

Lou HunnebeckPrincipal AdvisorFruition Partners, a DXC Technology [email protected]

Stuart RanceConsultant, Trainer, AuthorOptimal Service [email protected]

DXC Fruition / Optimal Service Management2

Challenges to Change – Change Isn’t Easy!


Needed to Improve


•Strong & Committed Leadership

•Clear & Relevant Objectives

•Willing & Prepared Participants

•Demonstrated Value

•Sustained Momentum

As complex and difficult as the technology can be, the biggest challenges lie with our people.

We need to prepare and support our people.

We need to choose ways of working that can increase the likelihood of success.


The CSI Approach as a Framework


Use the CSI Approach

as an organizing

framework to lead the

team through any

improvement effort.

And…

Follow the 9 Guiding Principles


The 9 Guiding Principles are a set of broad principles that should be used to guide decisions and actions.

Having agreed principles to use to guide these decisions and actions can make it easier to make the right choices, despite

pressures to the contrary.


ITIL

They also reflect some of the best thinking across multiple frameworks, methodologies, best practices, standards and bodies of knowledge.

These 9 Guiding Principles make sense.

Agile Lean

DevOps KanbanSIAM

Value Chain

Prosci Deming Six Sigma

The 9 Guiding PrinciplesFollowing and Leading


Always start by establishing “guiding principles” that everyone can agree on.

When embarking on any action or making any decision, reference the principles and

adhere to them for best results.

Guiding with the Principles


Principle: Focus on Value


Everything the service provider does needs to map back, directly or

indirectly, to value for their customer.

Often, we think we’re doing this. Are we really?

Focus on Value: Making it Real


As a leader, you can embed this perspective by challenging your team to answer questions like:

“If a customer uses this service, what will

they be able to do that they can’t do now?”

What are other questions to ask?

Principle: Start Where You Are


Don’t start from scratch without compelling reason.

Always consider first what can be leveraged from what is already available.

Start Where You Are: Making it Real


Look at what exists as objectively as possible

Figure out the reuse strategy

Assess the risks

Decide if drastic measures are necessary

If we keep what is working it will

improve acceptance of

those things that change and show we are listening.

Principle: Design for Experience


Services (as well as processes)

should be designed from the

outset to create a satisfying end-

to-end experience for the

customer or end user.

From: BusinessDictionary.com

Design for Experience: Making it Real


Involve actual customer/end-user representatives.

Consider both the objective and subjective

aspects of CX.

What else should you do?

How can we keep the Customer/End-User experience top-of-mind?

Principle: Work Holistically


No service or component stands alone.

Services are complex systems

Every element effects everything else

Work Holistically: Making it Real


Seek to balance

specialization with

collaboration &

coordination.

Examine your project methodology and process workflows to

ensure the connective tissue is there and practical.

ITIL Service Design 2011 Edition

Principle: Progress Iteratively


Resist the temptation to do everything in one go.

If I need a wheel for this:This probably isn’t

the minimum viable product solution:

Progress Iteratively: Making it Real


Iterations can be sequential or simultaneous – are there dependencies?

Major initiative/program

Smaller significant initiatives

Smaller related improvement efforts

Principle: Keep It Simple


Do only what is needed to consistently deliver the

desired outcomes.

Eliminate that which is wasteful.

Keep it Simple: Making it Real


The Big Question: ‘Does this create value?’

Over-complicating or building excessive bureaucracy

doesn’t work.

Principle: Collaborate


Work together creatively towards a common goal.

Shared effort will create shared commitment and results will benefit

from considering different perspectives.

Collaborate: Making it Real


Identify and manage all types of stakeholders.

For each group, be sure you understand their contribution at each level and the most effective methods for engaging with them.

Principle: Observe Directly


Whenever possible, go to the source of the activity and observe it directly.

Observing directly is “going to the source” or “going to the Gemba” in Lean.

Observe Directly: Making it Real


Ask questions when observing.

Ask open questions that allow the person answering to formulate their own response.

Data is not a substitute for direct

observation

Principle: Be Transparent


Be clear and honest about what is happening and why.

This way rumors will not compete with the truth and people can participate and

speak from a position of knowledge.

Be Transparent: Making it Real


Address the needs of staff members and leaders at all levels.

Leaders at various levels should also provide appropriate information in their own communications to others.

Applying the Principles for SuccessHow they work together.



• Don’t involve the right stakeholders

• Try to go too far, too fast – poor prioritization

• Focus excessively on tools instead of outcomes

• Don’t understand what is being automated

• Don’t control scope

• Overlook critical dependencies

• Don’t prepare participants

• Don’t communicate effectively

We fail when we:


Just like our systems, the 9 Guiding Principles do not exist in isolation.

Focus on Value Design for Experience Start Where You Are

Work Holistically Progress Iteratively Observe Directly

Be Transparent Collaborate Keep it Simple

Can you see how they interconnect and support each other?

Embed the Principles


Start each meeting with a review of the principles.

Question decisions & actions based on how well they adhere to the principles.

Have the principles listed at the beginning of each slide deck.

Model the behaviours you want your people to adopt – including using the principles!

Build use of the principles

into your standard practices.

Conclusion


Conclusion


Using agreed principles to guide your efforts allows you to embed critical success factors

into your work methods.

Use the principles we’ve discussed, or modify them to align with the needs of the initiative being undertaken.

Using these principles will improve outcomes and create a culture of excellence that will outlast any individual effort.

Session 107

Lou [email protected]

Stuart [email protected]


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