emergent process design
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www.JobTraQ.com© Swift Software 2013
Emergent Process Design
Embedded Discovery & Opportunistic Optimizations
- as a Strategy
www.JobTraQ.com© Swift Software 2013
Emergent Process Design - Why?
• What if I have an obvious productivity or chaos problem in a team but I can’t spot the cause?
• What if I don’t have time to figure the problem out? Can JobTraQ still help?
• Can JobTraQ help me implement productive change into a resistant team or culture, or a badly fragmented process?
www.JobTraQ.com© Swift Software 2013
Emergent Process - Defined
• “Emergence can be defined as the arising of novel and coherent structures, patterns and properties during the process of self-organization in complex systems". – Economist Jeff Goldstein – Journal Emergence
• A methodical alternative for the patient tinkerer plodding towards perfection – empowering the flywheel
www.JobTraQ.com© Swift Software 2013
For what we think will happen
It’s simple. We want positive change!
Time >>>
Pro
duct
ivity
>>
>
*
www.JobTraQ.com© Swift Software 2013
The Phases of Positive Change
Announcement
Deployment
AchievementPro
duct
ivity
>>
>
Time >>>
www.JobTraQ.com© Swift Software 2013
The Phases of Positive Change
Announcement
Deployment
AchievementPro
duct
ivity
>>
>
Time >>>
Communication
www.JobTraQ.com© Swift Software 2013
What your employees think is about to happen
Deployment
Measurement
Unemployment<<
< P
rodu
ctiv
ity
Time >>>
*
www.JobTraQ.com© Swift Software 2013
The Reality of Positive Change
Announcement
Deployment
AchievementPro
duct
ivity
>>
>
Time >>>
*
*
www.JobTraQ.com© Swift Software 2013
The Reality of Positive Change
Announcement
Deployment
AchievementPro
duct
ivity
>>
>
Time >>>
*
*Why?
www.JobTraQ.com© Swift Software 2013
The Negative Realities of Positive Change
Wait & See
Friction
Change StateFric
tion
>>
>P
rodu
ctiv
ity >
>>
Time >>>
*
*• Water cooler chat
level = low• Not sure how this will
impact me• Rumors of benefit• Anything will be better
than “this old system”
www.JobTraQ.com© Swift Software 2013
The Negative Realities of Positive Change
Wait & See
Friction
Change StateFric
tion
>>
>P
rodu
ctiv
ity >
>>
Time >>>
*
*• Water cooler chat level = high• I hear we are going to have to
double entry• Rumors of trouble with new
system• Why would they want to change
from “this great old system”!?
www.JobTraQ.com© Swift Software 2013
The Negative Realities of Positive Change
Wait & See
Friction
Change StateFric
tion
>>
>P
rodu
ctiv
ity >
>>
Time >>>
*
*• Water cooler chat level = high• I hear we are going to have to
double entry• Rumors of trouble with new
system• Why would they want to change
from “this great old system”!?
• The double entry is real! We have to put data in the old system AND the new system!
• I hear there is an automated weekly report in there called Optimal Staff Reductions!
www.JobTraQ.com© Swift Software 2013
Flashback!
Deployment
Measurement
Unemployment<<
< P
rodu
ctiv
ity
Time >>>
*
So, what exactly WOULD you say you
do here Tom?
Copyright Twentieth Century Fox, Cubicle Inc
www.JobTraQ.com© Swift Software 2013
*
The First Rays of Hope!
Wait & See
Friction
Change StateFric
tion
>>
>Critical Mass
30%P
rodu
ctiv
ity >
>>
Time >>>
*
www.JobTraQ.com© Swift Software 2013
The Process of Positive Change
Wait & See
Deployment
Change StateFric
tion
>>
>Critical Mass
30%P
rodu
ctiv
ity >
>>
Time >>>
*
www.JobTraQ.com© Swift Software 2013
The Continuing Process of Positive Change
Wait & See
Deployment
Change StateFric
tion
>>
>Critical Mass
30%P
rodu
ctiv
ity >
>>
Time >>>
*
www.JobTraQ.com© Swift Software 2013
An Alternative
• The Standard Way of Managing Change Does Work! – Discover– Plan– Implement– Test– Communicate– Train– Deploy– Perform Friction Management – and repeat!
• Emergent Process Improvement works better, WHERE IT FITS...
www.JobTraQ.com© Swift Software 2013
The Frog
• If you drop a frog in a pot of boiling water, it will of course frantically try to clamber out. But if you place it gently in a pot of tepid water and turn the heat on low, it will float there quite placidly. As the water gradually heats up, the frog will sink into a tranquil stupor, exactly like one of us in a hot bath, and before long, with a smile on its face, it will unresistingly allow itself to be boiled to death.
- Version of the story from Daniel Quinn's The Story of B
www.JobTraQ.com© Swift Software 2013
Emergence Opportunities:
• The natural system is not clear, or… is clearly chaotic• Some form of coherence or correlation (meaning
integrated operations that develop or maintain themselves over some period of time);
• Parts of the perceivable larger system can be tracked• Dynamic processes or results• There is a valid downward cause
www.JobTraQ.com© Swift Software 2013
Emergent Process Design
• Your organizations already do this– Your people and teams have been creating workflows for years
• Discovery takes a LOT longer– But is orders of magnitude more accurate– Makes bottlenecks more obvious– May result in the recognition of systems that nobody thought
existed
www.JobTraQ.com© Swift Software 2013
Emergent Process Design
• Process lends itself granular optimization of numerous discrete tacit interaction points along the way, lifting the performance of the entire process in ways that macro
www.JobTraQ.com© Swift Software 2013
How
• Find and engage the entrepreneurs early– Understanding and Motivation = Success
• Limited implementation• Gain stakeholder buy-in (by any means necessary!)• Say good bye to email, sticky notes, and Outlook tasks
– If it isn’t in JobTraQ, it isn’t!
• Monitor and measure• Identify the low hanging fruit• Optimize
Rinse and Repeat!
www.JobTraQ.com© Swift Software 2013
Conclusions
Emergent Process Improvement should facilitate…
• as-you-go process discovery, • sustainable long term productivity gains over time, • greater team buy-in, • and reduced friction cycles,
www.JobTraQ.com© Swift Software 2013
Conclusions
Emergent Process Improvement should facilitate…
• as-you-go process discovery, • sustainable long term productivity gains time, • greater team buy-in, • and reduced friction cycles,
The trade off is time
www.JobTraQ.com© Swift Software 2013
Summary• Traditional process (big bang) improvement requires:
– Solid executive sponsorship– Clear understanding of the problem– Engaged early adopters– Commitment to and understanding of the change process
• And produces:– Rapid leaps forward in understanding– Rapid performance gains– Short term increases of disruptive friction
– Executive commitment to change is the oil of this machine
www.JobTraQ.com© Swift Software 2013
Summary• Traditional process (big bang) improvement requires:
– Solid executive sponsorship– Clear understanding of the problem– Engaged early adopters– Commitment to and understanding of the change process
• And produces:– Rapid leaps forward in understanding– Rapid performance gains– Short term increases of disruptive friction
– Executive commitment to change is the oil of this machine
www.JobTraQ.com© Swift Software 2013
Summary
• Emergent process improvement requires:– People– Patience– Analysis– Commitment across time
• And produces:– More empirical evidence– Incremental performance gains– Reduced Friction
– Patience is the oil of this machine– Trust is the fuel– Tinkering required
www.JobTraQ.com© Swift Software 2013
Summary
• Emergent process improvement requires:– People– Patience– Analysis– Commitment across time
• And produces:– More empirical evidence– Incremental performance gains– Reduced Friction
– Patience is the oil of this machine– Trust is the fuel– Tinkering required
• Not for everybody• Business or organization must have
matured to the point where qualified human resources have time to tinker
• Requires a full team commitment • You cannot improve what you cannot
measure
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