Creating a Culture of Continuous Improvement (Joel Huntington) Presentations... · Creating a...
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Transcript of Creating a Culture of Continuous Improvement (Joel Huntington) Presentations... · Creating a...
WhyWeCareforCulture
“CultureEatsStrategyforBreakfast”
-PeterDrucker
culture (n.)mid-15c., "the tilling of land," from Middle
French culture and directly from Latin cultura "a cultivating, agriculture," figuratively "care, culture, an honoring," from past participle stem of colere "to tend, guard; to till, cultivate"
7BigIdeastoCultivateaCultureofContinuousImprovementBeclearandspecificaboutthebehaviors thatfoster thecultureyouwant1
Don’tassumethatemployeesareengagedorpassionateaboutcontinuous improvement2
PerformRootCauseAnalysisonyourexistingculture3
Effective changerequires bothaqualityideaandacceptance fromyourpeople4
Leverageachangemanagementmethodology5
Focusonremovingbarriers, rather thanonaddingmoreenablers6
Beforegoingbig,pavethewaybybuildingasuccessful smallcore7
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Beclearandspecificaboutthebehaviorsthatfostertheculture
youwant
BIGDEA
Don’twasteamomentonhow toimproveyourcultureuntilyou’veclarifiedwhat youwant,why youwantit,
andwhen youwantit.
1. Specific andMeasurable: It’squantitative,notqualitative
2. WhatYouReallyWant:It’stheoutcomethatmatters
3. TimeBound:Itcomeswithacompletiondate
AnEffectiveResultIs:
Notenoughtosay,“CreateaCultureofContinuousImprovement”Bespecificaboutthevitalbehaviorsthatdemonstratecontinuous
improvement.
BeClearandSpecificAbouttheBehaviorsthatFostertheCultureYouWant
Vitalbehaviorsarethesmallestsetofactionsthatleadtotheresultsyouwant. Theyarethefewhigh-leverageactionsthat ifyoukeepdoing,producetheresultyou’reafter.
Don’tAssumethatEmployeesareEngagedor
PassionateaboutContinuousImprovement
BIGDEA
Can’tAssumeEmployeesareEngaged
Engagedemployeesareinvolvedin,enthusiasticaboutandcommittedtotheirwork.Keyelementsofengagement:• havinganopportunity todowhattheydobesteachday• havingsomeoneatworkwhoencouragestheirdevelopment• believingtheiropinions countatwork
Only 29%ofmillennials areengagedatwork.Only 50%ofmillennials plan tobewiththeircompany one yearfromnow.
Companies with highly engagedworkforces outperform theirpeers by147% inearnings pershare
PerformRootCauseAnalysisonyourExistingCulture
BIGDEA
Yourworldisperfectlyorganizedtocreatethebehavioryou’recurrently
experiencing
DiagnosebeforePrescribing
ForCulturesthatDONOTPromoteContinuousImprovement:• Thereisrarelyoncecause• Thereisaconspiracy• Youcan’tinfluencepersistentand
resistantbehavioruntilyouknowtheforcesdrivingit
• Youmustdiagnosebeforeyouprescribe
Inotherwords,whatcultural‘levers’arecurrently
configuredtocreatethecultureyoualreadyhave?
RootCauseAnalysis
Rootcauseanalysis(RCA)isasystematicprocessforidentifying“rootcauses”ofproblemsoreventsandanapproachforrespondingtothem.RCAismorethanmerely“puttingoutfires”forproblemsthatdevelop,butfindingawaytopreventthem.
FishboneProcess
1. Agreeonaproblemstatement(effect).
2. Brainstormallthepossiblecausesoftheproblem.Ask:“Whydoesthishappen?”Aseachideaisgiven,thefacilitatorwritesitasabranchfromtheappropriatecategory.Causescanbewritteninseveralplacesiftheyrelatetoseveralcategories.
3. Againask“whydoesthishappen?”abouteachcause.Writesub–causesbranchingoffthecauses(secondarycauses).Continuetoask“Why?”andgeneratedeeperlevelsofcauses.
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Wilt“theStilt”Chamberlain
Freethrowsmissed:5,805Freethrowpercentage: 51.1%
FirstPlayerinNBAHistorytomiss5,000freethrows
• Four-timeMVP(1960,’66,’67,‘68)• 100pointgameagainstnewYorkKnicks• 55ReboundsagainstBostonCeltics• Averageof50.4pointsduringanentireseason
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EffectiveChangerequiresbothaqualityideaandacceptance fromyour
people
BIGDEA
E=QxAQualityofthe
SolutionAcceptance oftheSolution
EffectivenessoftheChange
Basedonextensive research conductedbyGeneralElectric,100%ofallchangesevaluatedas“successful”hadagoodsolutionandapproach. Over98%ofallchangesevaluatedas“Unsuccessful”alsohadagoodsolution,butlackedagoodchangeacceptance.
TheChangeManagementFormula
WiltChamberlain(revisited)RickBarry WiltChamberlain
Leverageachangemanagementmethodology
BIGDEA
ManagingChangewithHelpofaMethodology
• ADKARModelforChangeManagement• BostonConsultingGroupChangeDelta• GE’sChangeAccelerationProcess(CAP)• Kotter’s8StepModelforChange• ProsciChangeManagementLevers• VitalSmartsInfluencer
CommonChangeManagementMethodologiesTwoReasonsforChangePeopledothingsfortworeasons: • Motivation – because theywantto• Ability – because theycan
Thosewhousefourormoresourcesofinfluence tochangepersonalhabitsarefourtimesmorelikelytosucceed.
Thosewhousefourormoresourcesofinfluence toinfluenceorganizationalchangearetentimesmorelikelytosucceed.
MakingChangeInevitable
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Michelangelo’sDavid
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Focusonremovingbarriers,ratherthanonaddingenablers
BIGDEA
RemovingBarriersforContinuousImprovement
RefertoRootCauseAnalysis. Whatrootcausescanberemovedentirely?
StudyPositiveDeviance. Whosucceedswheremostothersfail?
PerformValueStreamAnalysistoidentifywasteandnon-value-addedwork,programs,orculturalbarriers
Experiment andPlay“Wearestubbornonvision.Weareflexibleondetails….Wedon’tgiveuponthingseasily.Ifyou’renotstubborn,you’llgiveuponexperimentstoosoon.Andifyou’renotflexible,you’llpoundyourheadagainstthewallandyouwon’tseeadifferentsolutiontoaproblemyou’retryingtosolve.”
- JeffBezos,Amazon
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Beforegoingbig,pavethewaybybuildinga
successfulsmallcore
BIGDEA
making a millimeter of progress in a million directions
The Disciplined Pursuit of Less
BuildingtheCoreandPavingtheWay
“Fewerthings,donebetter”
– JeffWeiner,LinkedInCEO
Essentialism:TheDisc
iplinedPursuitofLe
ss,G
regM
cKeown
Influentialmembersofacommunity,group,orsocietytowhomothersturnforadvice,opinions,andviews.
OpinionLeaders
UsethePowerofOpinionLeaders
7BigIdeastoCultivateaCultureofContinuousImprovementBeclearandspecificaboutthebehaviors thatfoster thecultureyouwant1
Don’tassumethatemployeesareengagedorpassionateaboutcontinuous improvement2
PerformRootCauseAnalysisonyourexistingculture3
Effective changerequires bothaqualityideaandacceptance fromyourpeople4
Leverageachangemanagementmethodology5
Focusonremovingbarriers, rather thanonaddingmoreenablers6
Beforegoingbig,pavethewaybybuildingasuccessful smallcore7
