service leadership’s 9 guiding principles: modeling...
TRANSCRIPT
Service Leadership’s 9
Guiding Principles: Modeling Success
Service Leadership’s 9 Guiding Principles: Modeling Success
Session 107
Lou HunnebeckPrincipal AdvisorFruition Partners, a DXC Technology [email protected]
Stuart RanceConsultant, Trainer, AuthorOptimal Service [email protected]
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Challenges to Change – Change Isn’t Easy!
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Needed to Improve
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•Strong & Committed Leadership
•Clear & Relevant Objectives
•Willing & Prepared Participants
•Demonstrated Value
•Sustained Momentum
As complex and difficult as the technology can be, the biggest challenges lie with our people.
We need to prepare and support our people.
We need to choose ways of working that can increase the likelihood of success.
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The CSI Approach as a Framework
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Use the CSI Approach
as an organizing
framework to lead the
team through any
improvement effort.
And…
Follow the 9 Guiding Principles
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The 9 Guiding Principles are a set of broad principles that should be used to guide decisions and actions.
Having agreed principles to use to guide these decisions and actions can make it easier to make the right choices, despite
pressures to the contrary.
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ITIL
They also reflect some of the best thinking across multiple frameworks, methodologies, best practices, standards and bodies of knowledge.
These 9 Guiding Principles make sense.
Agile Lean
DevOps KanbanSIAM
Value Chain
Prosci Deming Six Sigma
The 9 Guiding PrinciplesFollowing and Leading
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Always start by establishing “guiding principles” that everyone can agree on.
When embarking on any action or making any decision, reference the principles and
adhere to them for best results.
Guiding with the Principles
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Principle: Focus on Value
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Everything the service provider does needs to map back, directly or
indirectly, to value for their customer.
Often, we think we’re doing this. Are we really?
Focus on Value: Making it Real
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As a leader, you can embed this perspective by challenging your team to answer questions like:
“If a customer uses this service, what will
they be able to do that they can’t do now?”
What are other questions to ask?
Principle: Start Where You Are
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Don’t start from scratch without compelling reason.
Always consider first what can be leveraged from what is already available.
Start Where You Are: Making it Real
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Look at what exists as objectively as possible
Figure out the reuse strategy
Assess the risks
Decide if drastic measures are necessary
If we keep what is working it will
improve acceptance of
those things that change and show we are listening.
Principle: Design for Experience
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Services (as well as processes)
should be designed from the
outset to create a satisfying end-
to-end experience for the
customer or end user.
From: BusinessDictionary.com
Design for Experience: Making it Real
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Involve actual customer/end-user representatives.
Consider both the objective and subjective
aspects of CX.
What else should you do?
How can we keep the Customer/End-User experience top-of-mind?
Principle: Work Holistically
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No service or component stands alone.
Services are complex systems
Every element effects everything else
Work Holistically: Making it Real
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Seek to balance
specialization with
collaboration &
coordination.
Examine your project methodology and process workflows to
ensure the connective tissue is there and practical.
ITIL Service Design 2011 Edition
Principle: Progress Iteratively
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Resist the temptation to do everything in one go.
If I need a wheel for this:This probably isn’t
the minimum viable product solution:
Progress Iteratively: Making it Real
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Iterations can be sequential or simultaneous – are there dependencies?
Major initiative/program
Smaller significant initiatives
Smaller related improvement efforts
Principle: Keep It Simple
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Do only what is needed to consistently deliver the
desired outcomes.
Eliminate that which is wasteful.
Keep it Simple: Making it Real
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The Big Question: ‘Does this create value?’
Over-complicating or building excessive bureaucracy
doesn’t work.
Principle: Collaborate
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Work together creatively towards a common goal.
Shared effort will create shared commitment and results will benefit
from considering different perspectives.
Collaborate: Making it Real
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Identify and manage all types of stakeholders.
For each group, be sure you understand their contribution at each level and the most effective methods for engaging with them.
Principle: Observe Directly
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Whenever possible, go to the source of the activity and observe it directly.
Observing directly is “going to the source” or “going to the Gemba” in Lean.
Observe Directly: Making it Real
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Ask questions when observing.
Ask open questions that allow the person answering to formulate their own response.
Data is not a substitute for direct
observation
Principle: Be Transparent
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Be clear and honest about what is happening and why.
This way rumors will not compete with the truth and people can participate and
speak from a position of knowledge.
Be Transparent: Making it Real
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Address the needs of staff members and leaders at all levels.
Leaders at various levels should also provide appropriate information in their own communications to others.
Applying the Principles for SuccessHow they work together.
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• Don’t involve the right stakeholders
• Try to go too far, too fast – poor prioritization
• Focus excessively on tools instead of outcomes
• Don’t understand what is being automated
• Don’t control scope
• Overlook critical dependencies
• Don’t prepare participants
• Don’t communicate effectively
We fail when we:
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Just like our systems, the 9 Guiding Principles do not exist in isolation.
Focus on Value Design for Experience Start Where You Are
Work Holistically Progress Iteratively Observe Directly
Be Transparent Collaborate Keep it Simple
Can you see how they interconnect and support each other?
Embed the Principles
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Start each meeting with a review of the principles.
Question decisions & actions based on how well they adhere to the principles.
Have the principles listed at the beginning of each slide deck.
Model the behaviours you want your people to adopt – including using the principles!
Build use of the principles
into your standard practices.
Conclusion
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Conclusion
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Using agreed principles to guide your efforts allows you to embed critical success factors
into your work methods.
Use the principles we’ve discussed, or modify them to align with the needs of the initiative being undertaken.
Using these principles will improve outcomes and create a culture of excellence that will outlast any individual effort.