Envisioning & realizing future team delivery and success through simplified leadership and process improvement

1. ©2015 – Nathan Davenport
Setting the Foundation
SustainablePhilosophy
EnvisioningtheFuture

2. ©2015 – Nathan Davenport
SustainablePhilosophy
EnvisioningtheFuture
Impulsive Prepared
Inadequate Uninformed
High Importance
Low Importance
ProactiveReactive
Relationship
Clarification
Planning
Preparation
Empowerment
Re-creation
Prevention
Busywork
Time Wasters
Escape Activities
Excesses (of any kind)
Crisis
Deadline
Meeting
Preparation
Interruptions
eMail, Calls, Reports
“Other Matters”
“Popular Activities”
Performance

3. ©2015 – Nathan Davenport
SustainablePhilosophy
EnvisioningtheFuture Technology & Teamwork
Unpredictable Relaxed
Difficult Political
Agreement
Disagreement
CertaintyUncertainty

4. ©2015 – Nathan Davenport
SustainablePhilosophy
EnvisioningtheFuture Influence
Follower Champion
Detractor Saboteur
Acceptance
Resistance
SignificantInsignificant
Definition of influence (n)
Bing Dictionary
in·flu·ence [ ín floo ənss ]
effect on something: the effect of something
on a person, thing, or event
power to sway: the power somebody has to
affect other people's thinking or actions by
means of argument, example, or force of
personality
special advantage: the power or authority that
comes from wealth, social status, or
position

5. ©2015 – Nathan Davenport
SustainablePhilosophy
EnvisioningtheFuture Personality
Visionary Leader
Niche Player Challenger
High Vision
Low Vision
High ImplementationLow Implementation
Definition of Leader (n)
Bing Dictionary
Leader [ leder ]
the person who leads or commands a group,
organization, or country: power to sway: the
power
"a process of social influence in which a
person can enlist the aid and support of
others in the accomplishment of a
common task.”
one who influences or leads others

6. ©2015 – Nathan Davenport
ImpactingActions
DeliveringtheFuture Assess Reality not Perception Assess Value not Cost

7. ©2015 – Nathan Davenport
Customer Service Expectation
• Customer Service – First & Foremost
• Ease of use
• Redundancy / Resiliency
• Response time
- Productivity & Efficiency
- PC setup
- Domain joins (OUs)
- Application Support
- Hardware Break/Fix
• Security – don’t let it interfere (un-
noticeable)
• Profitability – not forgotten
Corporate Responsibility
• Profitability – First & Foremost
• Security – Right on it’s heals
• Reaction to business changes
- Business flexibility
- Product Pipeline
- Sales & Marketing
- Staff adjustments
- Issue resolution
• Redundancy / Resiliency
• Ease of use
• Customer Service – lacks priority
ImpactingActions
DeliveringtheFuture Considerations
Aligned?

8. ©2015 – Nathan Davenport
Customer Service Valuation
• Has the computing environment been
engineered?
• How do you know?
• What processes are documented & in
place?
• What tools are deployed?
• What do the metrics tell you?
• What does customer feedback tell you?
• Do the metrics and feedback validate each
other?
• Do the Processes and Tools enable
customer centric solutions?
• Do these conflict with business
requirements?
Corporate Liability
• Has the business environment been
engineered?
• How do you know?
• What processes are documented & in
place?
• What tools are deployed?
• What do the metrics tell you?
• What does business analysis tell you?
• Do the metrics and feedback validate each
other?
• Do the Processes and Tools enable
business centric solutions?
• Do these conflict with customer
requirements?
ImpactingActions
DeliveringtheFuture Measurements
Aligned?

9. ©2015 – Nathan Davenport
ImpactingActions
DeliveringtheFuture Processes & Roles
Result(s)
Magic
Action
Input
Output
•Input
•Action
Output
•Input
•Action
Output
•Input
•Action
• Input
• Action
Result 1
• Input
• Action
Result 2
• Input
• Action
Result 3
Something(s)
Start
Result(s)
End
Action 3
Action
2
Action
1
Regardless of how a process comes
together, or how it ends up, it must
allow a role to efficiently provide a
successful outcome.
Process
Process
Process Process
Phase 2 Phase 3
#1 #2
#1
#2
#3
Final
Phase 1
Placing someone in the role and
teaching them the process provides
anyone the chance succeed.

10. ©2015 – Nathan Davenport
ImpactingActions
DeliveringtheFuture
• Improve productivity which in turn improves cost
• Capital
• Administrative
• Manufacturing
• Sales
• and ultimately profits.
• Must first meet three other goals
• Quantity Control
• Quality Assurance
• Respect for Humanity
• Toyota’s model developed by Dr. Edward Deming.
Concepts – Toyota Production System

11. ©2015 – Nathan Davenport
ImpactingActions
DeliveringtheFuture Concepts – Dr. Edward Deming’s 14 transformational rules
1. Constancy of Purpose – make continual improvement a planned lifestyle
2. New Philosophy –
management must learn responsibility and take on
leadership change
3. Cease mass inspection dependence – build quality into the product
4. End lowest bidder contracts – stop awarding business on basis of price tag alone.
5. Improve EVERY Process – improve constantly and forever
6. Institute training on the job – build understanding of the job and why it is important
7. Institute leadership – help staff do a better job
8. Drive out fear – reduce command & control, build trust
9. Break down barriers – develop a holistic team environment
10. Eliminate exhortations – replace slogans with true leadership
11. Eliminate arbitrary numerical targets – change from sheer numbers to quality
12. Permit pride in workmanship – manage by objective & abolish annual or merit rating
13. Encourage education – develop critical thinking
14. Top management commitment – everyone must be engaged

12. ©2015 – Nathan Davenport
ImpactingActions
DeliveringtheFuture Concepts – Ten Basic Lean Principles
1. Flexible – Throw out all old, fixed ideas for how to do things.
2. Blameless – Treat others as you expect to be treated.
3. Optimistic – Never say can’t or won’t.
4. Enthusiastic – 5% improvement is better than none.
5. Action – Correct issues as soon as they are identified.
6. Creative – Don’t substitute money for thinking.
7. Inquisitive – Keep asking why until you get to the root cause.
8. Teamwork – Better wisdom from team than expertise of one.
9. Objective – Decisions based on data & metrics
10. Environment – Improvement is not made in a conference room!

13. ©2015 – Nathan Davenport
ImpactingActions
DeliveringtheFuture Concepts – Process Optimization 101
5S
• Sort - The only things that should remain in a work area are the parts, tools, and instructions
needed to do the job.
• Systemize - Everything has a place; everything is in its place. Create a Visual Scoreboard.
• Sanitize - Use cleaning as a method of inspection. Cleanliness reveals problems.
• Standardize – Replicate the process as required for each similar process.
• Sustain - Routine cleaning / preventative maintenance becomes a way of life.
How does this benefit Office workers?
Can IT benefit from this? How?

14. ©2015 – Nathan Davenport
ImpactingActions
DeliveringtheFuture Concepts – Process Optimization 101
Kaizen – Change for Better
• Continually focused on incremental changes
The cycle of kaizen activity can be defined as:
• Standardize an operation and activities.
• Measure the operation (find cycle time and amount of in-process inventory).
• Evaluate measurements against requirements.
• Innovate to meet requirements and increase productivity.
• Continue cycle ad infinitum.
Standardize
Measure
EvaluateInnovate
Continue

15. ©2015 – Nathan Davenport
ImpactingActions
DeliveringtheFuture Concepts – Process Optimization 101
• Jidoka – autonomous defect control is proactively removing defects before they interfere
• Pokeyoke – fool proofing (improved defect control) using a:
• Visible control system – shows caution or stoppage warnings for all to see
• Shojinka – adjusting to demand changes through Soikufu or creative thinking (inventive ideas)
• Kanban – workflow request card used to aggregate and organize inventory and process flow
used for:
• Standardizing jobs
• Production smoothing
• Setup time reduction
• Adapting to changes
• Every process in a business can be organized with this approach

16. ©2015 – Nathan Davenport
ImpactingActions
DeliveringtheFuture Concepts – Process Optimization 101
Kaikaku – Radical Change
• Concentrated fundamental & radical changes
Kaikaku projects can be one of four different types:
• Locally innovative - Capital intensive
• E.g. an installation of robot automation in a factory is not new to the industry in general,
but may be new to the company. The decision is strategically grounded and could mean
higher costs
• Locally innovative - Operation close
• E.g. the introduction of conventional methods Six Sigma or TPM may be new to the
company. The direct cost is relatively small
• Radically innovative - Capital intensive
• E.g. the introduction of a new and innovative production technology
• Radically innovative - Operation close
• E.g. the introduction of new and innovative production solutions that are new to the
industry

17. ©2015 – Nathan Davenport
Differentiation
RealizingtheFuture
Delivering Success

18. ©2015 – Nathan Davenport
Teamwork
Differentiation Five Dysfunctions of a Team
INATTENTION TO RESULTS
AVOIDANCE OF ACCOUNTABILITY
LACK OF COMMITMENT
FEAR OF CONFLICT
ABSENCE OF TRUST
FOCUS ON DELIVERING MEASURABLE RESULTS
- COLLECTIVE & INDIVIDUAL ACCOUNTABILITY
- FEEDBACK
ACCOUNTABILITY REQUIRES COMMITMENT
- 100% BUY-IN
COMMITMENT FOLLOWS CONFLICT
- HEAR ALL > DISAGREE > DECISION > BUY-IN > ONE VOICE
HEALTHY CONFLICT IMPLIES CANDID
DEBATE
- SPEAKING FREELY WITHOUT FEAR OF RETRIBUTION
BUILDING TRUST REQUIRES
VULNERABILITY
- COURAGE TO BE OPEN
From Patrick Lencioni, Five Disfunctions of a Team

19. ©2015 – Nathan Davenport
Approach
Differentiation Culture Shift
Stop doing what comes naturally…
 Panic.
 Wait for Instructions.
 Try Harder.
 Rely More Heavily on Your Strengths.
 Avoid Mistakes.
 Be Loyal to the Culture.
 Believe in the Problems.
 Act Like an Adult.
Do what works…
 Stay Cool.
 Take the Initiative.
 Try Easier.
 Don’t Let Strengths Become Weaknesses.
 Make More Mistakes.
 Practice Aloyalty (not disloyalty).
 Have Faith in the Opportunities.
 Act Like a Child.
From Price Pritchett, Culture Shift

20. ©2015 – Nathan Davenport
DefiningMoment
Success
DEFINING MOMENT
KEY PROCESSESIMPERATIVEMISSION
LEADERSHIP
Develop & maintain
the most effective
and economical
processes and
platforms; enabling
computing needs
identification,
procurement,
delivery, use and
disposal.
Customer Service
Integral Quality
Business Strategy
Technical Analysis
Profitable Results
Strategic Planning
Objective Goals & Assessments
Meaningful Communication
Individual Development
Tactical Implementation
Ownership of Vision, Mission, Imperatives and Enabling Strategies
Critical thinking necessary to achieve sustainable competitive advantage
Goal-oriented passion to act and be involved
Influential coaching and mentoring of those entrusted to me
Unbiased feedback & conscientious correction
Each time a customer judges me and each
decision I make is, by itself, a
Defining Moment.
At the end of the day, the sum of those
Defining Moments add up to either
increase or decrease:
The Satisfaction of my Customers
The Rewards we share
The Pride associated with My Brand
VISION
ENABLING
STRATEGY
Build Impacting
Relationships
Continuous
Improvement
High Performance
Teamwork
Research & Learning
Manage by Process
Values include:
Total integrity in everything I do Intentionally choose character over compromise
Respect for team & individuals Lead for the benefit of others not self enrichment
External focus, measuring my actions by how satisfied my customers are
Continuous Improvement through total employee involvement and global best practices
Rewarding simplicity over complexity & action over bureaucracy
VALUES
Integrity & Respect
Value-Add
Engineering Mindset
Empowerment
Exceed Expectations
Accountable
Earned
Provide a Corporate
Information
Technology
Environment, free
from defects,
enabling customers
and staff to perform
their tasks with
efficiency and
effectiveness.