Sustaining improved organisation performance

•

2 j'aime•321 vues

Roger Tregear

Presentation by Roger Tregear to the BBC conference in Sydney 2015

Business

1© Roger Tregear, Leonardo Consulting 2015
Sustaining
Improved
Organisation
performance
Roger Tregear

2© Roger Tregear, Leonardo Consulting 2015
Organisation
performance?
Keeping customers
and other stakeholders
satisfied (enough) by
delivering the value
promised

3© Roger Tregear, Leonardo Consulting 2015
Maintaining clarity
about value delivery
targets, goals and gaps
Improved?

4© Roger Tregear, Leonardo Consulting 2015
Continually improving
our ability to sustain
appropriate customer
experiences
Sustaining?

5© Roger Tregear, Leonardo Consulting 2015
Few organisations have
embedded a systemic way
of finding and sustaining
organisational performance
improvements
?The problem

6© Roger Tregear, Leonardo Consulting 2015
Sustaining
Improved
Organisation
performance

7© Roger Tregear, Leonardo Consulting 2015
Why does this
organisation
exist?
Organisation performance

8© Roger Tregear, Leonardo Consulting 2015
What can 1
box deliver?
Organisation performance

9© Roger Tregear, Leonardo Consulting 2015
We collaborate
to get things
done
Organisation performance

10© Roger Tregear, Leonardo Consulting 2015
Organisation performance =
cross-functional process
performance
Organisation performance

11© Roger Tregear, Leonardo Consulting 2015
Reimagining
management Functional
Organisation
Process
Organisation
Managing resources
Creating,
accumulating,
& delivering
value
Organisation performance

12© Roger Tregear, Leonardo Consulting 2015
Reimagining management
- process architecture
Organisation performance

13© Roger Tregear, Leonardo Consulting 2015
Reimagining management
- process architecture
Satisfy customer
Sense
need
Create
offering
Engage
customer
Deliver
offering
Organisation performance
Serve citizen
Research
need
Develop
policy
Engage
citizen
Deliver
service

14© Roger Tregear, Leonardo Consulting 2015
1. Reimagine management
2. Start with a process architecture
Organisation
performance
Functional
Organisation
Process
Organisation

15© Roger Tregear, Leonardo Consulting 2015
Sustaining
Improved
Organisation
performance

16© Roger Tregear, Leonardo Consulting 2015
The problem with problems
Improved

17© Roger Tregear, Leonardo Consulting 2015
Threats
to the process
Weaknesses
of the process
Negative Bias
Strengths
of the process
Opportunities
for the process
W
T
S
O
Positive Bias
Propertyof
theprocess
Propertyof
theecosystem
Widening
the search
Improved
“An improvement
program must be
directed at what you
want, not at what
you don’t want.”
Russell Ackoff, 1994

18© Roger Tregear, Leonardo Consulting 2015
Strength-Driven
Improvement
+D
Strengths
of the process
S
What works well and must be
preserved and replicated?
Positive deviants?
Improved

19© Roger Tregear, Leonardo Consulting 2015
Weakness-Driven
Improvement
Problems
looking for
solutions
Weaknesses
of the process
W
Improved
“One never becomes a leader by
continuously improving- that’s imitation
of the leader.” Russell Ackoff, 1994

20© Roger Tregear, Leonardo Consulting 2015
Opportunity-Driven
Improvement Solutions looking
for problems
Opportunities
for the process
O
Improved

21© Roger Tregear, Leonardo Consulting 2015
What might disrupt
process performance?
Continuity
of supply
Quality of
inputs
Changing
requirements
New
regulations
Threat-Driven
Improvement
Threats
to the process
T
Improved

22© Roger Tregear, Leonardo Consulting 2015
Improve ‘improving’
Improved
Weaknesses
of the process
W
Threats
to the process
T
Strengths
of the process
S
Opportunities
for the process
O

23© Roger Tregear, Leonardo Consulting 2015
This
is
a
bicycle
Improved
What are we trying to improve?

24© Roger Tregear, Leonardo Consulting 2015
This
is
not
a
bicycle
Improved

25© Roger Tregear, Leonardo Consulting 2015
1. Redefine improvement – widen the
search
2. Improve the system
Improved
Threats
to the process
Weaknesses
of the process
Strengths
of the process
Opportunities
for the process
W
T
S
O

26© Roger Tregear, Leonardo Consulting 2015
Sustaining
Improved
Organisation
performance

27© Roger Tregear, Leonardo Consulting 2015
Changes must be worth sustaining
Sustaining

28© Roger Tregear, Leonardo Consulting 2015
Value Chain 1
Process 1.1 Process 1.3Process 1.2
Lead the Organisation
Manage risk &
compliance
Determine
market strategy
Manage
capital
Develop
Vision
Support the Organisation
Deliver HR
services
Maintain
physical facilities
Deliver IT
services
Manage
finances
Value Chain 2
Process 2.1 Process 2.3Process 2.2
m
EPA
Measures
MMs
Reports
Response
Process 1.2
Process 1.2
A system of management
Sustaining

29© Roger Tregear, Leonardo Consulting 2015
Sustained performance requires
sustained effort
Sustaining
Get the circles turning
the secret sauce of process-based management

30© Roger Tregear, Leonardo Consulting 2015
1. Make it worthwhile
2. Start the circles turning
Sustaining

31© Roger Tregear, Leonardo Consulting 2015
make it worthwhile
get the circles turningSustaining
redefine improvement
improve the systemImproved
reimagine management
start with a process architecture
Organisation
performance

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Sustaining improved organisation performance

2. 2© Roger Tregear, Leonardo Consulting 2015 Organisation performance? Keeping customers and other stakeholders satisfied (enough) by delivering the value promised

4. 4© Roger Tregear, Leonardo Consulting 2015 Continually improving our ability to sustain appropriate customer experiences Sustaining?

5. 5© Roger Tregear, Leonardo Consulting 2015 Few organisations have embedded a systemic way of finding and sustaining organisational performance improvements ?The problem

10. 10© Roger Tregear, Leonardo Consulting 2015 Organisation performance = cross-functional process performance Organisation performance

11. 11© Roger Tregear, Leonardo Consulting 2015 Reimagining management Functional Organisation Process Organisation Managing resources Creating, accumulating, & delivering value Organisation performance

13. 13© Roger Tregear, Leonardo Consulting 2015 Reimagining management - process architecture Satisfy customer Sense need Create offering Engage customer Deliver offering Organisation performance Serve citizen Research need Develop policy Engage citizen Deliver service

14. 14© Roger Tregear, Leonardo Consulting 2015 1. Reimagine management 2. Start with a process architecture Organisation performance Functional Organisation Process Organisation

17. 17© Roger Tregear, Leonardo Consulting 2015 Threats to the process Weaknesses of the process Negative Bias Strengths of the process Opportunities for the process W T S O Positive Bias Propertyof theprocess Propertyof theecosystem Widening the search Improved “An improvement program must be directed at what you want, not at what you don’t want.” Russell Ackoff, 1994

18. 18© Roger Tregear, Leonardo Consulting 2015 Strength-Driven Improvement +D Strengths of the process S What works well and must be preserved and replicated? Positive deviants? Improved

19. 19© Roger Tregear, Leonardo Consulting 2015 Weakness-Driven Improvement Problems looking for solutions Weaknesses of the process W Improved “One never becomes a leader by continuously improving- that’s imitation of the leader.” Russell Ackoff, 1994

20. 20© Roger Tregear, Leonardo Consulting 2015 Opportunity-Driven Improvement Solutions looking for problems Opportunities for the process O Improved

21. 21© Roger Tregear, Leonardo Consulting 2015 What might disrupt process performance? Continuity of supply Quality of inputs Changing requirements New regulations Threat-Driven Improvement Threats to the process T Improved

22. 22© Roger Tregear, Leonardo Consulting 2015 Improve ‘improving’ Improved Weaknesses of the process W Threats to the process T Strengths of the process S Opportunities for the process O

25. 25© Roger Tregear, Leonardo Consulting 2015 1. Redefine improvement – widen the search 2. Improve the system Improved Threats to the process Weaknesses of the process Strengths of the process Opportunities for the process W T S O

28. 28© Roger Tregear, Leonardo Consulting 2015 Value Chain 1 Process 1.1 Process 1.3Process 1.2 Lead the Organisation Manage risk & compliance Determine market strategy Manage capital Develop Vision Support the Organisation Deliver HR services Maintain physical facilities Deliver IT services Manage finances Value Chain 2 Process 2.1 Process 2.3Process 2.2 m EPA Measures MMs Reports Response Process 1.2 Process 1.2 A system of management Sustaining

29. 29© Roger Tregear, Leonardo Consulting 2015 Sustained performance requires sustained effort Sustaining Get the circles turning the secret sauce of process-based management

31. 31© Roger Tregear, Leonardo Consulting 2015 make it worthwhile get the circles turningSustaining redefine improvement improve the systemImproved reimagine management start with a process architecture Organisation performance

Sustaining improved organisation performance

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