Envisioning & Delivering Future Technology Sucesses

©2015 – Nathan Davenport

Setting the Foundation

Sustainable Philosophy

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Impulsive Prepared

Inadequate Uninformed

High Importance

Low Importance

ProactiveReactive

Relationship Clarification

PlanningPreparation

EmpowermentRe-creationPrevention

BusyworkTime Wasters

Escape ActivitiesExcesses (of any kind)

CrisisDeadlineMeeting

Preparation

InterruptionseMail, Calls, Reports

“Other Matters”“Popular Activities”

Performance



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Technology & Teamwork

Unpredictable Relaxed

Difficult Political

Agreement

Disagreement

CertaintyUncertainty



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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 eventpower 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



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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


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Assess Reality not Perception Assess Value not Cost


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

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Considerations

Aligned?


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?

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Measurements

Aligned?


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Processes & Roles

Result(s)

Magic

ActionInput

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

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.


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ture • 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


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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 product4. End lowest bidder contracts – stop awarding business on basis of price tag alone.5. Improve EVERY Process – improve constantly and forever6. Institute training on the job – build understanding of the job and why it is important7. Institute leadership – help staff do a better job8. Drive out fear – reduce command & control, build trust9. Break down barriers – develop a holistic team environment10. Eliminate exhortations – replace slogans with true leadership11. Eliminate arbitrary numerical targets – change from sheer numbers to quality12. Permit pride in workmanship – manage by objective & abolish annual or merit rating13. Encourage education – develop critical thinking14. Top management commitment – everyone must be engaged


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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 & metrics10. Environment – Improvement is not made in a conference room!


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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?


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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


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• 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


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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


Differentiation

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Delivering Success


Teamwork

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nFive 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


Approach

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nCulture 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


Defining MomentSu

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s 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 PlanningObjective Goals & AssessmentsMeaningful CommunicationIndividual DevelopmentTactical Implementation

Ownership of Vision, Mission, Imperatives and Enabling StrategiesCritical thinking necessary to achieve sustainable competitive advantageGoal-oriented passion to act and be involvedInfluential coaching and mentoring of those entrusted to meUnbiased feedback & conscientious correction

Each time a customer judges me and each decision I make is, by itself, aDefining Moment.

At the end of the day, the sum of thoseDefining Moments add up to eitherincrease 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 compromiseRespect for team & individuals Lead for the benefit of others not self enrichment

External focus, measuring my actions by how satisfied my customers areContinuous Improvement through total employee involvement and global best practicesRewarding simplicity over complexity & action over bureaucracy

VALUESIntegrity & RespectValue-AddEngineering MindsetEmpowerment

Exceed ExpectationsAccountableEarned

Provide a Corporate Information Technology Environment, free from defects, enabling customers and staff to perform their tasks with efficiency and effectiveness.

Envisioning & Delivering Future Technology Sucesses

Business

Transcript of Envisioning & Delivering Future Technology Sucesses