Stephen Parry ITEM 2018

©Copyright 2018 Lloyd Parry International. All rights reserved.
Re-purposing the business:
Changeability, Adoptability and Capability
Advice for Change-Makers, Change-Agents and their Managers.
Stephen Parry
Author of Sense and Respond
CEO/Founder at Lloyd Parry International
Twitter @Leanvoices
@Adaptivevoices
www.lloydparry.com
Stephen.Parry@LloydParry.com

Stephen Parry
Founder and CEO at Lloyd Parry International
Author of Sense and Respond The Journey to Customer Purpose.
‘I promise to challenge your current organisational
thinking and enable you to differentiate your
business’ Stephen Parry
Lloyd Parry International
Lloyd Parry delivers Adaptive Business transformation programs to large scale
global organisations in many sectors including; Telecommunications, IT and
Cloud Services, Software Development, Financial Services, Logistics,
Outsourcing and Local Government.

Because the quality of the design is equal to the
quality of your working life and the long term
profitability of the business. Designing
organisations secures the future through
differentiation.
You get the behaviour you design for,
or fail to design for.
It's your choice.
So why should you care?

Business and Organisational Change – What is your approach?
Do you operate using industrial or adaptive approaches?
From Waterfall-Purpose to Common-Purpose.
A Business Design Template.
Transformation roles :Change-Architect, Change-Maker, Change-Agent and the Modern Manager.
Measurement of Means and Customer Outcomes.
Putting it all together case study.
Repurposing: Advice for Change-Makers, Change Agents
and their Managers.

Don’t start with redesigning the organisation
• We usually have a favourite design for the organisation.
• Experiments have shown that organisational designs are preformed in the minds
of most managers. (Outline Experiment)
• Traditionally we design the organisation into specialisms of some kind. Give each
goals related to their specialism.
• Senior Managers are assigned early on in the process.
• Evaluate all your staff, managers trade off individuals to form their team.
• Persuade the staff that the new positions are a great opportunity.
• Kick off.
• Staff complain they did not get the positions they were promised by an
individual manager
• Get well plan.

Start with redesigning the work around the customer.
• Start with understanding the customer purpose.
• Use your to staff to experiment and test new work designs to deliver
the customer purpose, employee purpose and business purpose.
• Staff test new team designs around the flow of work.
• Staff design the managers job around the teams.
• Kick Off.
• Managers complain they did not get the job their staff promised them.
• No get well plan.

• Rapid response to the external
environment.
• Self-organising at team and
department levels.
• Disciplined experimentation.
• Elimination of unnecessary work
• Speed to market.
• Creating differentiation by
identifying new products and
services as part of the work
• Continuous Adaptive Change
So how do we create an Adaptive, Learning, Organisation?

Traditional Constraints to Overcome (Examples)
• Speed of growth forces us to
overburden our system of work,
leading to stress, blaming,
frustration, less collaboration, and
feeling powerless.
• Short-term, we often have no
choice. Long-term, however, it
destroys our ability to deliver and
inhibits our creativity.
• Changing the way we work, while
enhancing collaboration, will give
us the space for creativity, better
decision-making and a reduction in
overburden.
Work-Overburden Transparency
• We need to surface errors
wherever they are and in whatever
guise they might hide.
• We need to inspire confidence in
our customers through visibility of
our actions to support their goals.
• Transparency enables us to see
when we each need help. It fuels
honesty, collaboration and pride.
• We want to establish a blame-free
culture and an organisation where
we learn from our own errors and
the errors of others.
Decision-making
• Enhancing the skills and insights of
our staff allows for better and
faster decisions, as going up and
down the hierarchy tree is too
slow.
• Designing roles to allow people to
make decisions as close as possible
to where a problem needs action is
key.
• We need to shift back a great deal
of autonomy, freedom and control
to where the work really gets done
and makes a difference for the
customer.

Decision-making at the level where the work gets done.
• The trouble with silo thinking is there is little or
no thinking.
• Staff need to intimately know how other parts of
the organisation work.
• Sharing resources between departments and
teams is decided at the level the work gets done.
• Planning, scheduling and reporting work activities
become less complex.
• Big-Picture Collaboration on business issues, to
create new solutions and differentiation.
Thinking outside the box is not enough;
we must now work outside the box.

If Elon Musk can build reusable rocket systems,
then why can’t organisations build reusable
change systems?
That’s the essence of business adaptability.

Mass
Production
Networked
Adaptive
Mass
Customisation
Listen
and Adapt
Command
and Control
Direct
and Control
Consultative
Leadership
Styles
New products
Creativity
Co-Creation of Value
Staff Utilisation
Work Intensification
Cost reduction
Cost Efficiency
Variety
Task intensification
Staff knowledge
Capture and Reuse
Effectiveness
Management
Focus
Trusted Advisor
Integration
Customer Outcomes
High Volume
Low Margins
Economies of Scale
Low Margins
Value added Choices
Low Cost
In-Depth Specialities
Expert Networks
Economies of Scope
Competitive
Basis
Adaptive
Work-Climates
Industrial
Work-Climates
How you wish to compete should determine your choice of operating mode. Summary

CHARACTER OFFERINGS
CUSTOMER
EXPERIENCE
EMPLOYEE
EXPERTISE
IMPROVEMENT
RESPONSIBILITY
MANAGEMENT
FOCUS
COMPETITIVE
BASIS
LEADERSHIP
FOCUS
The Adaptive
Business
Personalised,
individual,
Bespoke.
Unique.
Flexible
Offerings
Customer
experience is
personal and
unique
Co-Creation of
solution design
Expert Broad
knowledge to
provide
integrated
solutions
Front-line
experimentation
and Learning
Creativity,
expertise, new
products and
services.
Customer
outcomes.
Problem Solving
Trusted
advisor and
expert
Integration
Business
Outcomes
Listen and
adapt
The Department
Store
More choice
from a variety
of standard
offerings
High level of
customer
interaction to
identify needs
and situation
Specific and
deep specialist
knowledge and
skills
Front-line staff
Managers
Developing staff
knowledge
Capture and reuse
solutions
Effectiveness
In-depth
specialities
connected to
expert
networks
Economies of
Scope
Consultative
The Pizza
Parlour
Fixed menu
with simple
options
Discuss simple
needs and
available
options.
Low customer
involvement
during solution
design
Understand
basic option
configurations
Central Change
Teams
Managers
Cost, efficiency
and Coordination
Commodity
Driven
Emphasis on
providing
value-add and
choice
Direct and
Control
The Bus Low Variety Transactional
and Processed
No customer
involvement in
solution design
Basic Improvement
Boards
Improvement
Specialists
Suggestion
Schemes
Employee
utilisation, cost
reduction, work
intensification.
Commoditised
High Volume
Low Margins
Economies of
Scale
Command and
Control
Mass
Production
Mass
Customisation
Networked
Adaptive
Business
Adaptive Climate
Industrial Climate
Forreferenceandcompleteness

Re-Purpose: The Search for a Common Purpose
Employee Purpose
Common Purpose
We provide expertise
and services to enable
us to produce, sell and
support software by
creating and running
robust, effective and
efficient IT-Solutions.
Customer Purpose
Business Purpose
With pride we relentlessly
pursue and apply our
insight, ingenuity and
technologies to create
wealth and a secure future.
To contribute with my
skills and to be fairly
rewarded in a secure
and trusted environment
that offers challenges
and allows me to
develop and grow.
Strengthen my business
in a way that
differentiates me from
competitors and
provides a return on my
investment.
‘We all work for the same
company but we live in
different worlds’
Purpose Defines
Value
Value Defines
Meaningful
Work.
Everything else is waste
We will shortly view a business
re-purposing case study.

Market Position
Strategy
Products/Services
Differentiation
Goals and
Objectives
Executive
Can we deliver today’s
business?
Can we deliver tomorrows
business?
What will the new
business look like?
How do we build
a Route-Map?
Operating
Model
Capabilities
Control and
Measurement Systems
Behaviour
Operations
Performance
Management
Goals and
Objectives
Common Purpose
Capabilities to Compete.
Changeability + Adoptability
Market Position
Differentiation
Goals and
Objectives
CustomersB2BorB2C
Business Purpose Customer Purpose
Employee Purpose
SensingResponding

Executive
New Market Positioning
New Services
New Business Strategy
Current initiative
continuance
Capabilities to
Develop
Capabilities to
manage out
Capabilities to
Integrate
New initiatives
Select Change
Approach
Maturity Gap
Foundations Gap
Market Position
Strategy
Business
Strategy
Operating
Model
Operating
Landscape
Managing
Practices
Service Climate
Organising
Systems
Offerings and
Differentiation
Behaviour
Operations
Performance
Gap
Executive
Maturity Gap
Foundations Gap
Market Position
Strategy
Business
Strategy
Operating
Model
Operating
Landscape
Managing
Practices
Service Climate
Organising
Systems
Offerings and
Differentiation
Behaviour
Operations
Performance
Gap
Executive
Mature Operation
Adaptive
Capabilities
Market Position
Strategy
Business
Strategy
Operating
Model
Operating
Landscape
Managing
Practices
Service Climate
Organising
Systems
Offerings and
Differentiation
Behaviour
Operations
Performance
Change Programme
Design (Route Map)
Can we deliver today’s
business?
Can we deliver tomorrows
business?
Developed
Business
Change Route-Map
Design
Executive
Executive
Executive
Forreferenceandcompleteness

• Common purpose
• People dynamics
• System mechanics
• Adaptive Change management
• Visualise the work
• Measure the work
• Perfect the work
• Develop the work-force
• Work-Climate diagnosis
• Organisational landscapes
• Re-Design
• Navigation
• Work-Climate Management
• Work Management
• Resource Management
• Innovation Management
New business roles to create
Changeability, Adoptability and Capability.

Mapping Customer, People and Business Measures
FunctionalEndtoEnd
No Matters to Customers Yes
‘If you measure
your business
using averages,
you will deliver an
average business.’
Resource
Efficiency
Outcome
Effectiveness

23
IT and application support staff Measurement
before and after understanding users.

24
What we measure today…staff,

25
Application Development and Deployment.
Application Team Measures Users Measures

Clear role assignments
Eliminate Work and Task intensification
Designing back in employee creativity and problem solving
Previous Operating Model New Operating Model
Manager
Customer Service Manager
Manager
Technical Owner
IT Services were being managed
by several roles (Delivery Unit Manager, TLO, CSeM)
Clear role assignment: Service Manager is responsible
for managing the Service
The current tasks of a Manager
Managing Service
Handling
Escalations
Managing People
Managing Projects
Budget
Controlling
The future tasks of a Manager
Managing People
Budget
Controlling
Current typical tasks of a Employee in a delivery unit
TLO
Solution
Architect
Product & Solution
Specialist
Project Manager
Technical
Administrator
Typical future roles of an Employee in a delivery unit
PST
Technical
Administrator
Project
Manager

New Business Capabilities to meet purpose.
Elements to be tested individually and in clusters.

http://www.amadeus.com/documents/lean-
it/Amadeus_Lean_IT.pdf
Guide to creating Adaptive Organisations and Cultures

Re-purposing the business:
Changeability, Adoptability and Capability
Change-Makers, Change-Agents and their Managers.
Stephen Parry
Author of Sense and Respond
CEO/Founder at Lloyd Parry International
Twitter @Leanvoices
@Adaptivevoices
www.lloydparry.com
Stephen.Parry@LloydParry.com

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The Engaging, Learning, Leadings Improvement device is a TM of Service Climate Management.
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Stephen Parry ITEM 2018

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Stephen Parry ITEM 2018