service leadership’s 9 guiding principles: keys to successful change, an itsm academy webinar

DXC Proprietary and Confidential

October 19th, 2017

Service Leadership’s 9 Guiding Principles Keys to Successful Change

Speaker: Lou Hunnebeck Principal Advisor Fruition Partners, a DXC Technology Company [email protected]

DXC Proprietary and Confidential October 19th, 2017

Agenda

• Introduction • The Context for Change • The 9 Guiding Principles • Applying the Principles for Success • Conclusion

October 19th, 2017 3 DXC Proprietary and Confidential

Introduction

Meet Your Presenter:

25+ years in IT Services, Education & Consulting in IT Service Management

Led global teams in best practice and methodology design

Frequent speaker at HDI, ITSM, ITIM, itSMF and other events

Author of ITIL® Service Design, 2011 Edition of the library

Co- Author of ITIL® Practitioner Guidance

Lou Hunnebeck, Principal Advisor

Fruition Partners, a DXC Company

October 19, 2017 4 DXC Proprietary and Confidential

The Context for Change What we face, and what we need


Challenges to Change – Change Isn’t Easy!


Needed to Improve

•Strong & Committed Leadership

•Clear & Relevant Objectives

•Willing & Prepared Participants

•Demonstrated Value

•Sustained Momentum


Technical versus People Challenges

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.


The CSI Approach as a Framework

Use the CSI Approach as an organizing framework to lead the team through any improvement effort.

And…


Follow the 9 Guiding Principles The 9 Guiding Principles are a set of broad principles that

should be used to guide decisions and actions.

• Focus on value • Design for experience • Start where you are • Work holistically • Progress iteratively

• Observe directly • Be transparent • Collaborate • Keep it simple

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.


Commonly Expressed Guidance

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 Kanban SIAM

Value Chain

Prosci Deming Six Sigma


The 9 Guiding Principles Following and Leading


Guiding with the Guiding Principles

No matter what you are doing – deploying a new service or conducting continual improvement – you should

establish “guiding principles” that everyone can agree on.

The 9 Guiding Principles here can be used as a starting place and set of general precepts to follow.

When embarking on any action or taking any decision, reference the principles and adhere to them for best results.

Let’s examine the principles and how they help…


Principle: Focus on Value

Everything the service provider does needs to map back, directly or

indirectly, to value for their customer.

The customer could be a person, a group, the whole

organization or a combination, depending on what the service is and who

the service provider is. Often, we think we’re doing

this. Are we really?


Focus on Value: Making it Real

“If a customer uses this service, what will they be able to do that they can’t do now?”

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 better, faster, smarter or cheaper than they can now?”

“How is this special in a way that matters to our customers?”

“How is this service better for customers than any other similar service they could use?”


Principle: Start Where You Are

Don’t start from scratch without compelling reason.

The ‘start over’ approach can be extremely wasteful, not only in terms of time, but also in terms of existing services, processes,

people, tools, etc. that might have significant value.

Always consider first what can be leveraged from what is

already available.


Start Where You Are: Making it Real

• Look at what exists as objectively as possible. Objective current state assessment (the second step in the CSI approach) should uncover candidates for reuse.

• Figure out the reuse strategy. When examples of successful practices or services are found in the current state, determine if and how this can be replicated or expanded upon to achieve the desired state.

• Assess the risks. There are risks associated with reusing existing processes, etc., and risks associated with instituting something new. These risks should be weighed as part of the decision-making process.

• Decide if drastic measures are necessary. In very, very rare situations you do have to start over completely. Make sure that approach is justified.

If we keep what is working it will improve

acceptance of those things that change

and show we are listening.


Principle: Design for Experience

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.

“The entirety of the interactions a customer has with a company and its products. Understanding the customer experience is an integral part of customer relationship management. The overall experience reflects how the customer feels about the company and its offering.”

Customer experience (CX) has been described as:

From: BusinessDictionary.com


Design for Experience: Making it Real

How can we keep the Customer/End-User experience top-of-mind?

Involve actual customer/end-user representatives.

Consider both the objective and subjective aspects of CX.

Prototype, prototype, prototype!

Look at more than just customer “touch points” and “moments of truth.”

Create ongoing mechanisms for customer and end-user interaction to ensure the focus is not abandoned after go-live.


Principle: Work Holistically

No service or component stands alone.

The alteration of one element in a complex system will impact others and these impacts need to be identified where possible, understood and factored into the plan.

Services are complex systems that have to be considered, designed, deployed,

managed and improved with an awareness of the whole.


Work Holistically: Making it Real

Examine your project methodology and process workflows to ensure the connective tissue is there and practical.

Seek to balance specialization with collaboration & coordination.

Leverage well-know conceptual models that will

help team members think holistically, like ITIL’s “4 Ps

of Service Design” or Agile’s “Minimum Viable Product”

Maintaining the view of the big picture is difficult, so everyone must see this as important to success.

ITIL Service Design 2011 Edition


Principle: Progress Iteratively

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:

Break the work into manageable pieces that each deliver something useful and then keep going. Many

small efforts will combine to create great change.


Progress Iteratively: Making it Real

Iterations can be sequential or simultaneous – are there dependencies?

A major initiative/program may be organized into several significant initiatives, and each of these may, in turn, have smaller improvement efforts within them.

The key is for each individual effort to be manageable in scope, managed to ensure that real results are returned in a timely manner, and then….

built upon to create more improvement.


Principle: Keep It Simple

Do only what is needed to consistently deliver the desired outcomes.

If a process, service, action, metric, etc. provides no value or produces no useful outcome, then eliminate it.

Eliminate that which is wasteful.


Keep it Simple: Making it Real

Another way is to consider, ‘Is this fit for purpose and fit for use?’

The Big Question: ‘Does this create value?’

Start simply and carefully add controls, activities or metrics when it is seen that

they are truly needed.

Over-complicating or building excessive bureaucracy and then try to

back off later doesn’t work.


Principle: Collaborate

Work together creatively towards a common goal.

Shared effort will create shared commitment and results will benefit from

considering different perspectives.

Creative solutions and important perspectives can be obtained from

unexpected sources, so inclusion is a better policy than exclusion.


Collaborate: Making it Real

Identify and manage all types of stakeholders.

A stakeholder is anyone who has a stake in the work of service provisioning, including the providers

(internal contributors and external suppliers/partners), the customers and/or the rest of the organization.

For each group, be sure you understand their contribution at each level and the most effective methods for engaging with them.

The scope of collaboration will vary, based on the scope of impact of the change in question.


Principle: Observe Directly

Base your decisions on information that is as true and correct as you know it can be.

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

Ask questions when observing.

Be sure to ask the ‘why’ question.

Questions should be carefully phrased.

Ask open questions that allow the person answering to formulate their own response.

It is sometimes helpful for a person with little or no prior knowledge of the process to be part of the observation.

Data is not a substitute for direct observation


Principle: Be Transparent

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.

Resistance to change will rise, as staff members speculate about what will be changing and how it will impact them.


Be Transparent: Making it Real

The degree of transparency, the level of detail provided, the method used etc. are based on what is useful to the audience in question.

Address the needs of staff members and leaders at all levels.

Ensure that accomplishments are communicated and celebrated.

Leaders at various levels should also provide appropriate information in their own communications to others.

Together, these actions will serve to reinforce the message.


Applying the Principles for Success How they work Together


Using the Principles – Manage Risk

Initiatives, large & small, fail when we:

• Fail to involve the right stakeholders

• Try to go too far, too fast – poor prioritization

• Focus excessively on tools instead of outcomes

• Fail to understand what is being automated

• Fail to control scope

• Overlook critical dependencies

• Fail to prepare participants

• Fail to communicate effectively

Use the principles to avoid these mistakes.


Interconnection

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

• 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.

DXC Proprietary and Confidential October 19th, 2017

Conclusion


Conclusion

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.

DXC Proprietary and Confidential

Thank you.

Lou Hunnebeck Principal Advisor Fruition Partners, a DXC Technology Company [email protected]