Pulse 5 2018 (2) (1)

PULSE
PERFORMANCE MANGEMENT FRAMEWORK
Ed Curley

Purpose
• Why do we exist as an
organisation?
• How do we measure
success?
• What are our Key
Measures based on our
Purpose?
Understanding
• Do we understand our
customers and what the
Value?
• Do we fully understand how
we deliver customer value?
• What is our value
• proposition?
Learning
• Are we creating a
‘deliberately
developmental’ culture?
• Do we effectively support
social and informal
learning?
• Do we support generative
conversations about
performance?
Leadership
• Are we a leading
organisation that others
look to?
• Are we developing our
leaders for the challenges
of the future?
• Are we Human Centred?
Service Design & Delivery
• Do we view what we do as a
service to our customers?
• How do we develop our
external and internal facing
services?
• How well do we respond to
changing customer needs
are we agile enough?
Engagement
• Do we engage regularly
with our customers to
understand their needs?
• How do customers
experience our services?
• Who are our key delivery
partners, how do we
engage with them?
PULSE
(Pull Services) Performance Management Framework
P U L S E
PULSE
(Pull Services)
Performance Management Framework
This proposal is based on the premise that an organisation
provides Services congruent with its Purpose, customers ‘pull’
these services as they require them.
Services are designed and delivered to customers based on a
thorough Understanding of customers (internal and external)
needs gained thought effective Engagement. Measures of
success are designed around delivery against Purpose and
customer value.
Leadership and Learning underpin the effective development
and delivery of services against Purpose. A ‘Deliberately
developmental’ learning culture – (An Everyone Culture:
Becoming a Deliberately Developmental Organization, Robert
Kegan and Lisa Laskow Lahey et al) and an Agile approach
ensures that the organisation learns to adapt services in
response to changing customer needs.
Copyright© 2017 Ed Curley

Purpose
Why do we exist as
an organisation?
How do we
measure success?
What are our Key
Measures based
on our Purpose?
Understanding
Do we understand
our customers and
what they Value?
Do we fully
understand how
we deliver
customer value?
Do we fully
understand our
core processes
and systems and
how they provide
customer value?
What is our Value
Proposition?
Learning
Are we creating a
‘Deliberately
Developmental’
culture?
Do we effectively
support social and
informal learning?
Do we support
Generative
conversations
about
performance?
Leadership
Are we a leading
organisation that
others look to?
Are we developing
our leaders for he
challenges of he
future?
Are we Human
Centred?
Service Design &
Delivery
Do we view what
we do as a service
to our customers?
How do we
develop our
external and
internal facing
services?
How well do we
respond to
changing customer
needs are we Agile
enough?
Engagement
Do we engage
regularly with our
customers to
understand their
needs?
How do customers
experience our
services?
Who are our key
delivery partners,
how do we engage
with them?
PULSE
Personal Performance & Development Agreement
P U L S E

Purpose
•Systems Thinking
•Freedom from
Command and Control
•Outcomes Based
Accountability
•Trying Hard Is Not Good
Enough
•Focus: The Hidden Driver
of Excellence
Understanding
•Value Proposition Design
•Value Stream Mapping
•Design a Better Business:
New Tools, Skills, and
Mindset for Strategy and
Innovation
Learning
•Social Learning
•70.20.10 towards 100%
performance
•An Everyone Culture
•Generative Conversations
Leadership
•Servant Leadership
•Intent Based Leadership
•Emotional Intelligence
•Humanise: Why Human-
Centred Leadership is the
Key to the 21st Century
Service Design &
Delivery
•Reinventing
Organizations: A Guide to
Creating Organizations
Inspired by the Next
Stage in Human
Consciousness
•Service Design
•Agile organisations The
Agile Organization: How
to Build an Innovative,
Sustainable and Resilient
Business
Engagement
•Jobs to Be Done:
Customer-Centered
Innovation
•The Customer Experience
Book: How to Design,
Measure and Improve
Customer Experience in
Your Business
•Service Design for
Business: A Practical
Guide to Optimizing the
Customer Experience
PULSE
P U L S E

2. What do our
customers/services users need
from us, what Opportunities
are we seeking to create for
them (Statement of
Understanding of Customer
Needs)?
What do our customers value?
1. Our Organisational
(Orgnisational Purpose
Statement)- our Outcomes or
Impact that we are seeking to
have/achieve?
What difference do we want to
make in the lives of our
customers/service users?
4. About me, what is my role?
What is Important To Me in my
role?
What is Important For Me in my
role? (Individual Purpose) –
(this will be developed into a
Personal Purpose Statement)
6 These are the (Leadership)
opportunities my role presents
This is how I could improve my
role and in my role to improve
services to our customers.
(Service Design & Delivery)
7. These are the Skills I want to
develop (Learning). This is/
these are the methods of
learning that I believe best suit
my learning style?
8. Who could help me to be
successful and develop in my role?
Who could I ask to be my mentor?
Who could I mentor?
(Learning)
9. This is how often I would like to
have a conversation with my manager
and or my team about our/my
progress. (Learning)
10. This is how often I would like to
have a discussion with my customer
about out team/ my progress.
(Engagement)
(face-to-face discussions with
customers)
Copyright© 2017 Ed Curley
3. What is the purpose of my
team in meeting our customers
Needs (Team Purpose
Statement)? What are our key
success measures?
5. How do I support my, Team
Purpose, what are my key
Activities and Outputs in
support of this? This is what
success in my role looks like,
these are my key measures of
success. (Understanding)?
P
P
P
U
L
L
L
L
S
E
PULSE
Personal Performance & Development Agreement
P U L S E
U

Organisational
Purpose
Systems & Services
Perspective
User Value
Team
Purpose
Systems & Services
Perspective
User Value
Individual
Purpose
Systems & Services
Perspective
User Value
Organisational, Team, Individual
PULSE
P U L S E

Purpose
Customer
Demand
Service
Design
Thinking
Learning
Culture
Mastery
Effective
Leadership
Community Simplified
processes
Talent
Management
Team working
Autonomy
Outcomes
Focused
PULSE
P U L S E

Purpose Motivated
Culture
Alignment, clarity, focus,
autonomy, ownership,
meaningful work…

Systemic
PULSE
P U L S E

Demand, Value and
Systems Focused
PULSE
P U L S E

PULSE
P U L S E
Understand
Customer
Demand
Service designed
to meet Value
demand
Front line skills
Pull specialist
services as
required
Measures based
on delivery of
Value, Not activity
Front line skills
Minimise Failure
demand
Front line skills
Pull specialist
services as
required
Demand & Service Design
Understand Demand; Type, Frequency, Predictability.

Value
Acquired
Service
Utility
Customer
Value
Value
Delivered
Value
Experienced
Service
Suitability
Service
Accessibility
Services & Customer Value…
A Service is a means of
delivering Value to
customers by facilitating
Outcomes customers want
to achieve
Service
Attributes
Value
Attributes

A Service is a means of
delivering Value to
customers by facilitating
Outcomes customers want
to achieve
FIT
Team Customer
A Value Proposition is a
promise of Value to be
delivered. It’s the primary
reason why a customer
engages with your Service
= the correlation
between the value you
intend to create and the
expectations your
customers have
Services
Provided
FIT

A Value Proposition is a promise
of Value to be delivered. It’s the
primary reason a customer engages
with your Service…

What benefits do you
deliver for this customer?
FIT
Team Customer
What problems
does your team
solve?
What Value
does your team
deliver?
What jobs
does this
customer
do?
Describe the work your
customer does and the
Outcomes they want to
achieve
What problems do you
solve for this customer,
what situations do you
improve?
Services
Provided

Generativity
Generative capacity; capacity to challenge
guiding assumptions …, to raise
fundamental questions regarding that which
is 'taken for granted' and thereby furnish new
alternatives for action
PULSE
P U L S E

Co-active
‘being in action together’ or more
appropriately - ‘being together in
action’.
PULSE
P U L S E

Remove
Complicatedness!
Keep it Simple!

“in front of the new complexity of business, the
only solution is the interplay, how the parts
work together. The connections, the
interactions, the synapses. It is not the skeleton
of boxes, it is the nervous system of
adaptiveness and intelligence. you could call it
cooperation. Whenever people cooperate, they
use less resources”…
Yves Morieux - 6 Simple Rules

Reality and relationships are socially
constructed
Organisations are meaning making
systems
Language, broadly defined, matters
Creating change requires changing
conversations
PULSE
P U L S E

Human Centred
Leadership
Create an environment where people
can grow, develop and become their
best selves.
PULSE
P U L S E

Support social learning and
knowledge sharing

UX
Consider User Experience
at every stage of the
design process…

Use ‘Person
Centred’tools…

Conversations that
Matter
Engage through conversation, timely,
thought out, (how will this help the
recipient) strengths focused….
PULSE
P U L S E

Conversations with Customers, Departments,
Teams and Individuals Focus on “what matters”
Customer
What do our
customers want
from us, do we
know?
What is our
‘Value
Proposition’?
Clarity
Purpose this is
our WHY!
Our
Performance
Measures are
Purpose
derived?
Our Values are
aligned with
our Purpose?
Our decisions
are aligned to
our Values?
Capability
We have the
systems,
structures,
strategies and
skills to deliver
our Purpose?
We have
matched the
capabilities of
our systems
against
customer
demand?
Capacity
We have the
right resources
in the right
place?
We have
developed
measures of
capacity against
customer
demand?
Control
We have devolved control to the
people doing the work?
We are building
a TRUST based
culture?
People feel
confident and
supported to
make decisions?
Commitment
Everyone in the
organisations
‘Walks Our Talk’
, we
demonstrate our
commitment to
our Values. We
make Values
based decisions?

Team of Teams
Self-directing, Autonomous,
Responsive, Collaborative,
Continuously Learning,
Adaptive, Agile
PULSE
P U L S E

What do your people do?
Jobs to be done!
Go and find out!!
PULSE
P U L S E

Workers themselves are best
placed to make decisions about
how to perform their work…
Peter Drucker
PULSE
P U L S E

Not Soft!
Customer, Clarity, Control,
Capability, Capacity, Commitment
= Correct Outcome
PULSE
P U L S E

Measure What Matters!
Outcomes and impact…
Use activity measures for
capability and capacity estimating
PULSE
P U L S E

Aim small miss small….
Don’t try to do it all overnight, build
on small successes,
Roll in not Roll out…
remember roll other areas of the
business ‘in’ to your success; don’t
‘roll out’ yet another initiative! …
PULSE
P U L S E

“We started working with different
countries and discovered that the
problems are the same.
The message every time is to start
again from the patient perspective
and simplify the systems.”
Jos de Blok, Buurtzorg founder
PULSE
P U L S E

PULSE
PERFORMANCE MANGEMENT FRAMEWORK

Pulse 5 2018 (2) (1)

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