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Respectful
Collaboration
Performance
Management
And Measurement
Innovating ideas for customers
Sharing Intelligence with the team
Organisational Understanding
Gathering customer intelligence data
Freedom and decision making
Employee influence on products and services
Trustworthiness
Leadership Courage
Challenging
How well we respond to customers
Sharing Intelligence Across the function
Sharing Intelligence with top/senior management
Employee influence on other functions
Employee influence on managing practices
Employee influence on end-to-end processes
Customer Purpose
How to develop Lean Leadership: Creating adaptive, learning and engaging organisations.
Stephen Parry Author of Sense and Respond Senior Partner at Lloyd Parry
@Leanvoices
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Stephen Parry Author of Sense and Respond Senior Partner at Lloyd Parry
@Leanvoices
Blog : www.LeanVoices.com Stephen.parry@lloydparry.com
www.lloydparry.com www.slideshare.net/SGParry/presentations
All sources, influences, acknowledgements and reading lists can be found on www.leanvoices.com
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Dr Gary Fisher Organizational Psychology Research
into Service and Work Climates
Now Research Development Officer University of Warwick
• The research explored how climate perceptions and affective reactions at the organizational, team and individual level influenced service performance via the use of Social Exchange Theory and the concomitant Rule of Reciprocity.
• The data set was gathered via a large
scale (127 organizations and over 3000 employees) quantitative survey and was analyzed via Confirmatory Factor Analysis and Structural Equation Modelling.
• The proposed Psychological Process
to Performance Model was tested via a series of competing nested models.
Also predicts the implications for a business that doesn’t change
Diagnosis Operating strategies. Operating structures. Managing practices. Perceptions, feelings and behaviour of customers, staff, managers and leaders. End-to-end service performance. Quality. Innovation and change ability. Customer centricity. Leadership.
Prognosis: Service Performance Predictability Long-term profitability. Work outcomes. Employee performance. Job satisfaction. Customer perceptions of service quality. Quality improvements. Commitment. Absenteeism and turnover. Organisational adaptability.
Service Climate: Thinking Feelings and Behaviour of Customers, Employees, Managers and Leaders
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As a Leader you have to be authentic. Reciprocity
• Reciprocity is considered as a strong determining factor of human behaviour.
• Even if the consequences are the same, underlying intentions can cause an action to be reciprocated differently.
• Even if staff are treated well a good work climate may not necessarily result.
• Employees need a work climate that fosters participation, autonomy, work improvement, end-to-end understanding and interdepartmental support.
Service Climate and Customer Intelligence Workers. Parry and Fisher (2006)
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In this context, ‘respect for people’ means understanding that all people have the ability
to learn and the right to be given opportunities to learn.
Managers helping employees freely choose how they solve
problems displays total respect.
There is a world of difference between helping people to see
and telling them they are blind.
We believe people are capable of learning and taking on additional responsibility, and if you create the right environment, people will
want to learn and will actively seek more responsibility.
Most of all we must trust that people are capable of owning
and solving their own problems with a little bit of help.
From first to last, Respect for People and a Blame Free Culture. Extracts from a broadcast by Stephen Parry
Choice
Freedom
Power
Performance is a matter of people having
which is a matter of
with the Performance Measures
Leadership
Is your organisation a hindrance to employees, managers and customers? So how do we create an
Adaptive, Learning, ‘Thinking-System’?
to do what matters to serve the customers purpose
Role Design
Processes, Procedures and Methods
Climate
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The Work Climate is the combined perception of customers, employees, managers and leaders. It predicts the performance and long term profitability of an organisation. We use a Climate diagnostic called Climetrics® which also measures how well the organisation as a whole, identifies, understands and delivers against customer needs and how it adapts and locks on to changing customer needs. The diagnostic informs indicates what actions we need to take to create a superior work climate.
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Respectful
Collaboration
Performance
Management
And Measurement
Innovating ideas for customers
Sharing Intelligence with the team
Gathering customer intelligence data
Freedom and decision making
Employee influence on products and services
Leadership Courage
Challenging
How well we respond to customers
Sharing Intelligence Across the function
Sharing Intelligence with top/senior management
Employee influence on other functions
Employee influence on managing practices
Employee influence on end-to-end processes
Organisational Understanding
Trustworthiness Customer Purpose
™
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Does the job design allow all staff to engage with customers and users? To what extent can staff modify solutions without management permission? Is everything forbidden unless permitted, or is everything permitted unless forbidden?
ENGAGING
™
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Do staff routinely share business intelligence and improvement information with senior management? What is the management focus? - employee utilisation, cost reduction and work intensification or creativity, customer outcomes, problem solving, learning and sharing knowledge, collaboration?
LEARNING
™
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Do Leaders foster a no-blame climate to surface problems for teams to work on? Do leaders routinely spend time at the workplace solving front-line issues with the staff? Do leaders pay more attention to efficiency-driven functional targets or end-to-end effectiveness at creating customer and user outcomes? Who does the Leading? A few select people or most people?
LEADING
™
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Do employees influence end-to-end business processes? What influence does staff have to improve the measurement system? What influence do employees have on improving products and services?
IMPROVING
™
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Engaging, Learning, Leading, Improving Dimensions
A Freedom and decision making
B Customer facing activity
C Customer intelligence gathering
D Sharing intelligence with the team
E Organisational understanding
F Sharing intelligence across the function
G Sharing intelligence with other functions
H Sharing intelligence with top/senior management
I Performance management
J Adaptive leadership
K Responding to customer issues
L Implementing ideas to better serve customers
M Employee influence on products and services
N Employee influence on managing practices
O Employee influence on other functions
P Employee influence on end-to-end processes
Mass Customisation. This is a variation of the one-size-fits-all. The employee helps the customer select from a fixed menu of options. The customer experience and employee engagement, however, are relatively low.
Mass Specialisation. Customers must know which service they want, where to obtain it and integrate each one from different sources. Since employees possess deep specialist knowledge, they will engage customers at a much higher level, and the customer experience is personal and solutions standard.
Mass Adaptation. The Customer Value Enterprise® The service will provide personalised advice to suit the individual. Employee skills are high and they will integrate and combine all solutions on the customers’ behalf in unique combinations, resulting in high customer and employee engagement. The customer experience is personal and unique.
Mass Production. A one size fits all service has low variety offerings , employee skills are basic and customer engagement is transactional.
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™
Climetrics® Landscapes
CHARACTER OFFERINGS CUSTOMER EXPERIENCE
EMPLOYEE EXPERTISE
IMPROVEMENT RESPONSIBILITY
MANAGEMENT FOCUS
COMPETITIVE BASIS
LEADERSHIP FOCUS
Customer Value Enterprise ®
Personalised, individual, Bespoke. Unique. Flexible Offerings
Customer experience is personal and unique Co-Creation of solution design
Expert Broad knowledge to provide integrated solutions
Front-line experimentation and Learning
Creativity, expertise, new products and services. Customer outcomes. Problem Solving
Trusted advisor and expert Integration Business Outcomes
Listen and adapt
The Department Store
More choice from a variety of standard offerings
High level of customer interaction to identify needs and situation
Specific and deep specialist knowledge and skills
Front-line staff Managers
Developing staff knowledge Capture and reuse solutions Effectiveness
In-depth specialities connected to expert networks Economies of Scope
Consultative
The Pizza Parlour
Fixed menu with simple options
Discuss simple needs and available options. Low customer involvement during solution design
Understand basic option configurations
Central Change Teams Managers
Cost, efficiency and Coordination
Commodity Driven Emphasis on providing value-add and choice
Direct and Control
The Bus Low Variety Transactional and Processed No customer involvement in solution design
Basic Improvement Boards Improvement Specialists Suggestion Schemes
Employee utilisation, cost reduction, work intensification.
Commoditised High Volume Low Margins Economies of Scale
Command and Control
Mass Production
Mass Customisation
Mass Specialisation
Mass Adaptation
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Mass Production
Mass Customisation
Mass Specialisation
Mass Adaptation
Independent Financial
Advice
Consumer IT Support Services
Energy Utilities
Water Utilities
Consumer Banking Services
Health-Care Services
Insurance Services
Mobile Phone Support Services
Revenue and Tax
Government Centres
Low-cost Airline
Travel Services
Legal Advice
Credit Card Services
Consumer Advice Corporate IT
Services
Post and Parcel Services
Purchasing Computers
Mobile Phone Purchasing
Investment Services
Weak Operation Standard Operation Excellent Operation
Climetrics® Operating Landscapes and Operational Excellence with Adaptability
Differentiation curve
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Mass Production
Mass Customisation
Mass Specialisation
Mass Adaptation
Weak Operation Standard Operation Excellent Operation
Climetrics® Telco before and after transformation
Business Support
Operations
Design and Provision
New Service
Differentiation curve
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On-Line Data Collection Data Cleansing Validity testing (Factor Analysis) Correlation Matrix Analysis Regression Analysis Confirmatory Factor Analysis Structural Equation Modelling Climetrics® Landscape categorisation Statistical data - Interpretation Triangulation with on-site workshops Executive Summary
Climetrics® Analysis Methodology Climetrics ® Statistical Analysis Process
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Mass Production
Mass Customisation
Mass Specialisation
Mass Adaptation
A Freedom and decision making
B Customer facing activity
C Customer intelligence gathering
D Sharing intelligence with the team
E Organisational understanding
F Sharing intelligence across the function
G Sharing intelligence with other functions
H Sharing intelligence with top/senior management
I Performance management
J Adaptive leadership
K Responding to customer issues
L Implementing ideas to better serve customers
M Employee influence on products and services
N Employee influence on managing practices
O Employee influence on other functions
P Employee influence on end-to-end processes
Engaging Learning Leading Improving
A B C D E F G H I J K L M N O P
Climetrics® Climatograph
Transformation objective
Applications Company ICT. Before Transformation
Climate Strength
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Mass Production
Mass Customisation
Mass Specialisation
Mass Adaptation
A Freedom and decision making
B Customer facing activity
C Customer intelligence gathering
D Sharing intelligence with the team
E Organisational understanding
F Sharing intelligence across the function
G Sharing intelligence with other functions
H Sharing intelligence with top/senior management
I Performance management
J Adaptive leadership
K Responding to customer issues
L Implementing ideas to better serve customers
M Employee influence on products and services
N Employee influence on managing practices
O Employee influence on other functions
P Employee influence on end-to-end processes
Engaging Learning Leading Improving
A B C D E F G H I J K L M N O P
Climetrics® Climatograph Climate Strength
Transformation objective
Applications Company ICT After Transformation
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Mass Production
Mass Customisation
Mass Specialisation
Mass Adaptation
Engaging Learning Leading Improving
Climate Strength
Climate at two different development teams A Freedom and decision
making
B Customer-facing activity
C Customer-intelligence gathering
D Sharing intelligence with the team
E Organisational understanding
F Sharing intelligence across the function
G Sharing intelligence with other functions
H Sharing intelligence with top/senior management
I Performance management
J Adaptive leadership
K Responding to customer issues
L Implementing ideas to better serve customers
M Employee influence on products and services
N Employee influence on managing practices
O Employee influence on other functions
P Employee influence on end-to-end processes
Climetrics® Climatograph
A B C D E F G H I J K L M N O P
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Mass Production
Mass Customisation
Mass Specialisation
Mass Adaptation
A Freedom and decision making
B Customer-facing activity
C Customer-intelligence gathering
D Sharing intelligence with the team
E Organisational understanding
F Sharing intelligence across the function
G Sharing intelligence with other functions
H Sharing intelligence with top/senior management
I Performance management
J Adaptive leadership
K Responding to customer issues
L Implementing ideas to better serve customers
M Employee influence on products and services
N Employee influence on managing practices
O Employee influence on other functions
P Employee influence on end-to-end processes
Engaging Learning Leading Improving
A B C D E F G H I J K L M N O P
Climetrics® Climatograph
Transformation objective
Climate Strength
Global Run Infrastructure Company : Before Transformation
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Mass Production
Mass Customisation
Mass Specialisation
Mass Adaptation
A Freedom and decision making
B Customer-facing activity
C Customer-intelligence gathering
D Sharing intelligence with the team
E Organisational understanding
F Sharing intelligence across the function
G Sharing intelligence with other functions
H Sharing intelligence with top/senior management
I Performance management
J Adaptive leadership
K Responding to customer issues
L Implementing ideas to better serve customers
M Employee influence on products and services
N Employee influence on managing practices
O Employee influence on other functions
P Employee influence on end-to-end processes
Engaging Learning Leading Improving
A B C D E F G H I J K L M N O P
Climetrics® Climatograph Climate Strength
Transformation objective
Global Run Infrastructure Company : After Transformation
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Getty Library
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Search for Common Purpose
Employee Purpose
Common Purpose
We provide expertise and services to enable us to produce, sell and support software by creating and running robust, effective and efficient IT-Solutions.
Customer Purpose
Business Purpose
With pride we relentlessly pursue and apply our insight, ingenuity and technologies to create
wealth and a secure future.
To contribute with my skills and to be fairly rewarded in a secure
and trusted environment that offers challenges
and allows me to develop and grow.
Strengthen my value chain in a way that
differentiates me from competitors and
provides a return on my investment.
‘We all work for the same company but we live in different worlds’ Thomas Qu Applications administration
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Good leaders reserve the right to be wrong and change their minds in the light of new evidence.
That's strength not a weakness.
31
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Fun
ctio
nal
E
nd to
End
No Matters to Customers Yes
You’ll not find many measures in this zone.
‘If you measure your business using averages, don’t be surprised to find
yourself running an average business.’
Purpose
Agent Utilisation
% Incorrectly Categorised
Average Handle Time
First Time
Fix
Mean time to process
by priority level
Calls/ Agent /Day
Average IT Availability
Time
Customer Satisfaction ?
Depends
% Incorrectly assigned
% resolved within Target priority MTP
Av time for 2nd level to respond
Av Time to resolve
% Incidents Re-assigned
% Calls Bypass 1st Line
% of calls that are Service Requests
No. calls without Esc/agent
No. Calls Exceed SLA
Av Time Call Answr
% of Calls Convt to Tickets
What you measure tells everyone what you think
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33
IT and application support staff Measurement before and after understanding users.
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34
What we feel pain about today.
Wrong measures, wrong pain, wrong outcomes.
Service Measures and SLAs. End-user Measures. End User pain points
Leadership is an activity not a position.
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What does Lean IT mean for the organisation, leaders, managers and staff?
• Organisation. – Consider the measurement and
governance systems – More rigorous CI structures – Potentially new commercial
arrangements with customers – New operational performance
measures – New operating model may be required
• Leaders
– Might be assigned to end-to-end accountabilities for particular value creating activities.
– Encourage fail-safe experimentation – Encourage more questioning from
managers and staff – Create a blame-free culture – Have patience
• Managers – Operational review processes – Visual Management – A3 thinking coaching – Performance review re-focus – Promote a blame free culture. – Planning time for improvement – Encourage staff to question
• Staff
– A3 thinking problem solving – Question more seeking evidence – Learn a number of general Lean
improvement methods and role specific Lean methods
– Lean more about other functions and how they operate.
– Learn to trust management.
There can be no end-to-end transparency unless there is top-to-bottom trust.
Making the pretence, reality and cost visible: ‘Your baby is ugly’
With acknowledgement to Landmark Education and the Landmark Forum
Pretence, reality and cost: but what’s the benefit?
Pretence Reality Cost
What we say its like What it is really like What it costs us to pretend
Caring for people. Giving people opportunities. We are coping, everything is OK. We are doing a good job. We work as a team. We listen to people.
Working to the numbers. Ticking the boxes. Manipulating the numbers. Back-stabbing. Lying. Covering up. No trust. Blaming. Cheating. Play the game.
Low self-esteem Futility. No fulfilment. Withdrawing. No fun. Loss of honesty Loss of integrity. Loss of repeat business. Customer dissatisfaction. Little or no innovation. Cynicism. Missed opportunities. Fear of being found out.
With acknowledgement to Landmark Education and the Landmark Forum
Mass Production
Mass Customisation
Mass Specialisation
Mass Adaptation
A Freedom and decision making
B Customer -facing activity
C Customer -intelligence gathering
D Sharing intelligence with the team
E Organisational understanding
F Sharing intelligence across the function
G Sharing intelligence with other functions
H Sharing intelligence with top/senior management
I Performance management
J Adaptive leadership
K Responding to customer issues
L Implementing ideas to better serve customers
M Employee influence on products and services
N Employee influence on managing practices
O Employee influence on other functions
P Employee influence on end-to-end processes
Engaging Learning Leading Improving
A B C D E F G H I J K L M N O P
Climetrics® Climatograph
Transformation objective
Climate Strength
Development, testing and run Local government IT Before Transformation
Mass Production
Mass Customisation
Mass Specialisation
Mass Adaptation
A Freedom and decision making
B Customer-facing activity
C Customer-intelligence gathering
D Sharing intelligence with the team
E Organisational understanding
F Sharing intelligence across the function
G Sharing intelligence with other functions
H Sharing intelligence with top/senior management
I Performance management
J Adaptive leadership
K Responding to customer issues
L Implementing ideas to better serve customers
M Employee influence on products and services
N Employee influence on managing practices
O Employee influence on other functions
P Employee influence on end-to-end processes
Engaging Learning Leading Improving
A B C D E F G H I J K L M N O P
Climetrics® Climatograph Climate Strength
Transformation objective
Development, testing and run Local government IT After Transformation 18 Months
Change resistance is directly proportional to the
lack of leadership.
Heroic leadership is a sign of Lean leadership failure not triumph.
Statement Before % After %
Understanding our services allows me to take effective action. 42 100
Understanding the customer improves my commitment. 14 83
Understanding customers helps me make better decisions. 15 95
It is my job to share information with my peers and managers. 0 63
I help my organisation understand what customers value. 0 82
My manager supports my decision when I have customer data. 0 49
The management team is committed to improving the quality of work 17 50
Statement Before % After %
I am involved in decision making. 28 45
I make decisions with the customer in mind. 14 67
My data improves the quality of decision making. 0 83
I can improve processes and methods to serve the customer. 15 65
I use customer data to help managers make better decisions. 17 63
I am confident making decisions with customer data. 13 66
I understand how the whole organisation works for customers. 16 68
Climetrics® Management and staff Survey: before and after highlights
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Choice
Freedom
Power
Performance is a matter of people having
which is a matter of
with the Purpose and possibility
Leadership without position
Is your organisation a hindrance to employees, managers and customers?
Creating an Adaptive, Learning, Thinking System.
Visualisation and Measurement
Willing contribution
Climate
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to do what matters to serve the customers purpose
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References , influences and acknowledgements. Book Sense and Respond: The Journey to Customer Purpose. Parry, Barlow, Faulkner (Palgrave Macmillan) Landmark Education and the Landmark Forum www.landmarkworldwide.com The Human Side of Enterprise Douglas McGregor Annotated and Updated by Joel Cutcher-Gershenfeld
Beyond McGregor’s Theory Y: Human Capital and Knowledge-Based Work in the 21st Century Organization Kochan, Orlikowski, Cutcher-Gershenfeld http://mitsloan.mit.edu/50th/pdf/beyondtheorypaper.pdf Service Climate and Customer Intelligence Workers. Parry and Fisher (2006) The Essential Deming. Leadership Principles. Orsisni (McGraw Hill) Reciprocity Definition http://en.m.wikipedia.org/wiki/Reciprocity_(social_psychology) Reciprocity An Economics of Social Relations. Kolm (Cambridge) Service Quality Research Perspectives. Schneider, White (Sage) For extensive list of acknowledgements, influences and references go to www.leanvoices.com and for Sense and Respond go to www.lloydparry.com
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TM
No part of this publication may be reproduced or transmitted in any form or for any purpose without the express permission of Service Climate Management Ltd. The information contained herein may be changed without prior notice.
Service Climate Management ® is a registered trade mark of Service Climate Management Ltd.
Customer Value Enterprise ® is a registered trade mark of Service Climate Management Ltd.
Climetrics ® is a registered trade mark of Service Climate Management Ltd.
The Engaging, Learning, Leadings Improvement device is a TM of Service Climate Management. CORE Demand Profile TM is a trademark of Service Climate Management Ltd.
© 2013 Service Climate Management Ltd. All rights reserved
All other product and service names mentioned are the trademarks of their respective companies. Data contained in this document serves informational purposes only. The information in this document is proprietary to Service Climate Management Ltd. No part of this document may be reproduced, copied, or transmitted in any form or for any purpose without the express prior written permission of Service Climate Management Ltd. This document is a preliminary version and not subject to your license agreement or any other agreement with Service Climate Management Ltd. This document contains only intended strategies, developments, models, methods and products and is not intended to be binding upon Service Climate Management to any particular course of business, product strategy, and/or development. Please note that this document is subject to change and may be changed by Service Climate Management Ltd. at any time without notice. Service Climate Management assumes no responsibility for errors or omissions in this document. Service Climate Management Ltd. does not warrant the accuracy or completeness of the information, text, graphics, links, or other items contained within this material. This document is provided without a warranty of any kind, either express or implied, including but not limited to the implied warranties of merchantability, fitness for a particular purpose, or non-infringement. Service Climate Management Ltd. shall have no liability for damages of any kind including without limitation direct, special, indirect, or consequential damages that may result from the use of these materials. This limitation shall not apply in cases of intent or gross negligence. The statutory liability for personal injury and defective products is not affected. Service Climate Management Ltd. has no control over the information that you may access through the use of hot links contained in these materials and does not endorse your use of third-party Web pages nor provide any warranty whatsoever relating to third-party Web pages.
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