Guy W. Wallace, CPT EPPIC Inc. ISPI Conference Boston ...€¦ · Session Presenter Intro Guy W....

EPPIC Inc.

Achieve Peak Performance

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www.eppic.biz

to protect and improve the enterprise

Guy W. Wallace, CPT

ISPI Conference – BostonApril 13, 2003

Aligning to the Voice of the

Customer at Three Levels

Aligning to the VOC @ 3 Levels – Guy W. Wallace, CPT – EPPIC Inc. ©2003 EPPIC, Inc. All rights reserved E4-2003 ISPI-Boston 3/8/03 Page 1

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This Encore Session

Was presented at last years ISPI conference

in Dallas and was rated in the Top 10 of all

concurrent sessions

Requires audience participation

Involves four, quick, 2-person exercises Although we didn’t quite get finished with the fourth

exercise last year


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Session Performance Context

. . . and your ISD/HPT System’s purpose, size, organization,

complexity, and culture . . .

B3

Depending on your enterprise’s purpose, size, organization,

complexity, and culture . . .

very difficult - if you are larger and your focus is broader

Your situation is more complex

. . . getting aligned to the Voice of the Customer (VOC) can be

relatively easy - if you are smaller or your focus is narrower

Your situation is less complex


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Session Objectives

Identify the impacts of poor alignment at each level

Assess your organization’s alignment to the three critical

“voices”

Identify strategies and tactics for improving your alignment

Use the model as a jump-starter for assessing your own

organization’s alignment to the “voices of your customers”

after the session

At the conclusion of this session, you will be able to

Describe the three levels of Voice of the Customer for alignment purposes


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Session Agenda

Session Open

Quick Orientation to the 3 Level Model

Level 1: Enterprise–Governance and Assessment Exercise

Level 2: Functional–Advisory and Assessment Exercise

Level 3: Process–Project and Assessment Exercise

Last Exercise: Assessing Your Overall Alignment Issues and Targeting Areas to Improve

Session Summary & Close


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Session Presenter Intro

Guy W. Wallace, CPT

Guy W. Wallace, CPT

Guy W. Wallace has been in the T&D field since 1979 and an ISD consultant since 1982. His clients over the years have included 32 of the Fortune 500, plus NASA, BP, Novacor, and Siemens.

He has analyzed and designed/ developed training and development for almost every type of business function and process.

He is the author of three books, more than 40 articles, and has presented more than 40 times at international conferences and local chapters of ISPI, ASTD, at IEEE, Lakewood Conferences and the Conference on Nuclear Training and Education.

He has served on the ISPI Board of Directors as the Treasurer (1999–2001) and will become the president of ISPI in April 2003.

His biography is listed in Marquis Who’s Who in America.


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Audience Survey

What is the number of ISD/HPT staff in your ISD/HPT function?

Less than 5

Between 5 and 10

Between 10 and 50

Between 50 and 100

More than 100

How many distinct customer segments does your ISD/HPT function serve?

Only 1

Between 2 and 5

Between 5 and 10

Between 10 and 20

More than 20

What, in your ISD/HPT function, is your role?

Leadership or Management/Supervisory or Individual Contributor

B2

What is your function’s role?

HPT and/or ISD


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Quick Orientation to the Model

Alignment at three Levels of “Voice of the Customer”

Level 1: Enterprise–Governance

Level 2: Functional–Advisory

Level 3: Process Performance/Performer–Project

These can each be approached both formally and informally.

We are presenting a “formal” approach; which can be made “informal” if that is appropriate to your situational context.


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Quick Orientation to the

Model (continued)

VOC Alignment Levels



Level 3: Process Performance/

Performer–Project

Governance BoardSenior Executives

PER

MA

NEN

T

GO

VER

NA

NC

E A

ND

AD

VIS

OR

Y

En

terp

rise

Lev

el 1

ABC Advisory

Council

DEF Advisory Council

GHI Advisory Council

XYZ Advisory

Council Training

Council(s)

T&D Representatives

Fu

nc

tio

na

l

Lev

el 2

Project Steering

Team

Project Steering Team

Analysis Team

Design Team

Etc.

TEM

PO

RA

RY

SU

PPO

RT

(AS R

EQ

UIR

ED

)

Pro

ce

ss

Leve

l 3

B3


EPPIC Inc.





Aligning with the Enterprise voice of the customers at Level 1

means . . .

You are “wired” into the more critical, strategic needs of the enterprise, and your contribution and results are seen

as adding value

Your enterprise leaders are “governing” your ISD/HPT focus

and providing timely and sufficient resources

They influence “what” and “when”, but not usually “how” to

conduct the project

They own the “business decisions” inherent in ISD/HPT

program management, planning, and project conduct

B1


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Level 1: Enterprise–Governance (continued)

How to align

Informally . . . when your situation is less complex

Enterprise leaders can be interviewed in their offices or at

lunch/dinners, and the business issues and needs solicited

and feedback gathered on prior effort

B1

Formally . . . when your situation is more complex

A “Board of Governors” can be formed to formally meet to

set strategic direction, review functional needs, allocate

resources, and review results

Or you can get on the agenda of any routine meetings of

the enterprise executives for their input, decision-making,

and results review


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Level 1: Enterprise–Governance (continued)

Level 1 alignment could look like this in a formal mode

ABC Advisory

Council



XYZ Advisory Council Training

Council(s)

T&D Representatives

Fu

nc

tio

na

l

Leve

l 2

B1


PER

MA

NEN

T

GO

VER

NA

NC

E A

ND

AD

VIS

OR

Y

En

terp

rise

Lev

el 1


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The Signals and Costs of

Misalignment at Level 1

Costs to the enterprise

Projects are not targeted at

Critical Business Issues

Projects don’t achieve

forecasted or any ROI and

EVA®

goals

Budget cuts and staff

reductions may defer

problem resolutions

EVA = Economic Value Add

Signals for you

ISD/HPT project “priorities”

are constantly changing

Leadership wonders out

loud “what they are

getting” for all of the

resources consumed in

ISD/HPT efforts

People and money

resources are often cut for

ISD/HPT projects and

function

* EVA is a registered trademark of Stern Stewart & Company)


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Exercise 1

Self Assessment:

Level 1 Alignment

Review the Session Assessment Worksheet – Pages 2-3 “Top

Row”

Take 2 minutes and quickly interview a neighbor and

assess the alignment of their ISD/HPT System with their

customers at Level 1 . . . and then spend 2 minutes

discussing your situation

Prepare to “read out” what you’ve learned about the other

person’s situation and their alignment/misalignment status


EPPIC Inc.





Aligning with the Functional voice of the customers at Level 2 means. . .

You are “wired” into the more critical, strategic needs of the functions (or business units/customer segments) within your scope, and your contribution and results are seen as adding value

Your functional leaders are “prioritizing” your ISD/HPT efforts and providing timely and sufficient oversight and support

They influence “what” and “when”, but not usually “how” to conduct the project

They own the “business decisions” inherent in ISD/HPT planning and project conduct

B1


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Level 2: Functional–Advisory (continued)

How to align


Functional leaders can be interviewed and their needs

solicited in one-on-one meetings, lunches/dinners, etc.

B1


A set of Advisory Councils can be formed to set priorities

for functional needs, request resources, staff project team teams, and review results

Or you can get on the agenda of any routine meetings of

the functional/business unit directors and managers


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Project Steering

Team


Analysis Team

Design Team

Etc.

TEM

PO

RA

RY

SU

PPO

RT

(AS R

EQ

UIR

ED

)

Pro

ce

ss

Leve

l 3

Level 2: Functional–Advisory (continued)


ABC Advisory

Council



XYZ Advisory Council Training

Council(s)

T&D Representatives

PER

MA

NEN

T

GO

VER

NA

NC

E A

ND

AD

VIS

OR

Y

Fu

nc

tio

na

l

Lev

el 2

B2


En

terp

rise

Lev

el 1


EPPIC Inc.







ISD/HPT resources targeted at

non-strategic/low-impact

needs within the function and

significant ROI and EVA are

foregone

Projects are dropped mid-

stream for other priorities, and

the investment costs are

wasted

Signals to you

The ROI and business case/reason for conducting the project is murky

Projects don’t have the support or sponsorship necessary to get appropriate resources for the project

Project target audiences and their management wonders out loud

“What they are getting” for all of the resources being consumed (SME time, etc.)

Who asked for this


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Exercise 2

Self Assessment: Level 2

Alignment

Review the Session Assessment Worksheet – Pages 2-3, “Middle

Row”

Take 2 minutes and quickly interview a neighbor and

assess the alignment of their ISD/HPT System with their

customers at Level 2 . . .and then spend 2 minutes discussing your situation

Prepare to “read out” what you’ve learned about the other



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Level 3: Process/Performer–

Project

Aligning with the Process/Performer Voice of the Customer at Level 3 means . . .

You are focused on the “process performance-based” awareness, knowledge, and/or skill needs of target audiences, as well as other human and environmental variables, and your contribution and results are seen as adding value by the users of your products/services

B1

Master performers and subject matter experts (SMEs) are

contributing to your analysis, design, development, and

pilot-test efforts, and are thus “governing” your ISD/HPT

content and providing timely and sufficient resources

They greatly influence the “what” of content; but not usually

“how” to conduct the project


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Level 3: Process/Performer–Project (continued)

Aligning with the Process/Performers at Level 3 . . .


Leaders and managers, as well as master performers and subject matter experts, are recruited and interviewed for analysis, design, development, and pilot-testing needs on an as-needed basis

B1


Project Teams can be handpicked by the Functional Advisory Councils for project efforts committed to deliverables and schedules, and formally organized into teams, such as


Analysis Team and Analysis Review Team

Design Team and Design Review Team

Development Team

Pilot-Test Team


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Analysis Team

Design Team

Etc.

TEM

PO

RA

RY

SU

PPO

RT

(AS R

EQ

UIR

ED

)

Pro

ce

ss

Leve

l 3

Level 3: Process/Performer–

Project (continued)


ABC Advisory Council

Fu

nc

tio

na

l

Lev

el 2

B1


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Rework and repilot-testing

time and budget for ISD/HPT

deliverables due to them

being inaccurate,

incomplete, or inappropriate

Inefficient use of field and

staff support in project efforts

as SMEs and Master

Performers

Inefficient use of ISD/HPT

professionals

Signals to you

A lack of customer

involvement/support from

credible master performers

and subject matter experts

in project analysis, design,

development, and pilot-

testing efforts

Post-deployment

evaluations suggest that the

design and content isn’t

feasible, accurate, or

complete


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Exercise 3

Self Assessment: Level 3 Alignment

Review the Session Assessment Worksheet – Pages 2-3, “Bottom

Row”

1. Take 2 minutes and quickly interview a neighbor and

assess the alignment of their ISD/HPT System with their customers at Level 3 . . . and then spend 2 minutes

discussing your situation

2. Prepare to “read out” what you’ve learned about the other



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Targeting Your Own Improvements

Based on your previous assessments of the alignment of your

T&D system with your customers at three levels, where do you

think you should spend your initial energies at improving any of

your current or future misalignments . . . and why?

Please comment on

“What you think you could/should do” for better alignment

at what level? How will you go about it given your

situation?


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Session Summary


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Session Objectives Review

At the conclusion of this session, you should now be able to

Describe the three levels of Voice of the Customer for alignment

purposes

Identify the impacts of poor alignment at each level

Assess your organization’s alignment to the three critical “voices”

Identify strategies and tactics for improving your alignment

Use the model as a jump-starter for assessing your own

organization’s alignment to the “voices of your customers” after

the session


EPPIC Inc.




Session Close

Please Complete

ISPI’s

Session Evaluation

Thank YouEnjoy the conference

and good luck back on the job!


EPPIC Inc.




Additional References/Resources

Additional readings and an assessment tool are available on the EPPIC Web site

Performance Modeling for lean-ISDSM

lean-ISD via the PACT Processes for T&D

lean-ISD White Paper

Targeting EPPI – Enterprise Process Performance ImprovementSM

http://www.eppic.biz

“Gopher” moreat eppic.biz

Facilitator Contact Information

Guy W. Wallace, CPT

EPPIC Inc.Enterprise Process Performance Improvement Consultancy Inc.

E-mail: [email protected]

mailto:[email protected]

Guy W. Wallace, CPT EPPIC Inc. ISPI Conference Boston ...€¦ · Session Presenter Intro Guy W....

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