implementing kt methodologies from knowing to doing
TRANSCRIPT
Implementing KT Methodologies
From knowing to doing
“In only 3 out of 20 cases were the learning implemented in the organisation when the employee just participated in a
training course”
Professor Robert D. Brinkerhoff
WHY?
Said about training
“In only 3 out of 20 cases were the learning implemented in the organisation when the employee just participated in a
training course”
Professor Robert D. Brinkerhoff
“To know and not to do -Is still not to know”
Said about training
When should we start Implementing what we have learned? And what is involved?
How do we succeed?
Implementing is an “all out” activity in order to be WOW!
Said about implementation
Implementing must be planned and handled like any other change effort
Present WOW
Future WOW
Enabler
Disabler
Requirements for Success
Disabler
Daily work
Ambitions
Lack of leadership
Unsupportive systems
Unclear priority
No plan
On your own
Typical disabler
Disabler
Daily work
Ambitions
Lack of leadership
Unsupportive systems
Unclear priority
No plan
On your own
Enabler
Time
Clear expectations
Management support
Supportive systems
Failsafe environment
Realistic plan
Team effort
Typical enabler
Successful Implementation - Key Emphasis Areas
Skill Development
Making sure that the target audience has the skills and access to coaching support to be successful using KT process
Performance System Integration
Making sure that the work environment (expectations, measures, tools/resources, consequences & feedback) is conducive to using the new skills
Process Integration
Making sure that there are clear links between business processes, improvement objectives and the KT processes being deployed
Requirements for Success
• Active Senior Management sponsor
• Time commitment given to support process
• Results expected clearly defined and understood
• Agreed performance system from Management
• Results-oriented role models
• Immediate on-job relevance
• Information systems to support use
• Rewards to those who use the process
• Follow-on activity to reinforce use
• Continued monitoring and evaluation
How Do KT Work?
KT DO:
•Work with clients to enable them to achieve their goals
•Provide practical training on real issues
•Facilitate teams to drive out real results
•Transfer hard, pragmatic processes to resolve real issues
•Train clients’ own people to support implementation
KT DO NOT:
•Work for clients only as a ‘pair of hands’
•Provide training only in theories and ideas
•Facilitate solely to make the team feel good
•Teach generic, ‘high-level’ processes of limited real value
•Keep process expertise to ourselves
Examples of Client Results using Kepner-Tregoe Methodologies
• 41% reduction in field visits
• 40% reduction in backlog
• Major reduction in time to fix escalated problems
• 100s of major problems fixed and documented
• Major customer crises turned into customer references
• Improved customer satisfaction
Q & A
So what questions do you have?