core promise: a simple driver of healthy, resilient, high-performance
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Core Promise™ A Simple Driver of Healthy, Resilient, High-
Performance
Be part of the solution for radically better
use of organizational resources
© The BestWork® People 2012
Design is an essential organizational discipline
With increasing competition for relevance to key audiences, and increasing pressure from relentless change as well as diminishing resources,
The ability to design superior value with minimal investment – quickly – has become mission-critical for reliable performance
These pages invite you to a new approach to organizational achievement: applying the power of new design thinking to Strategic Planning and Organizational Design
© The BestWork® People 20122
START BY CONSIDERING EVERY PLAYER IN YOUR
ECOSYSTEM A STAKEHOLDER
© The BestWork® People 20123
Who assesses the value of your business?
Customers
© The BestWork® People 2012
Strategic Allies
Regulators
Volunteers
Investors
Online Communities
Municipalities
Employees
Suppliers
Referral Sources
4
Generating benefit for all of those Stakeholders
is the game to be won
Take a fresh look at your value exchange with each one
What do you promise? What do they promise? What’s explicit and what’s implied?
© The BestWork® People 20125
What do they count on you for ?
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What do you want them to count on you for?
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What if – instead of multiple diffuse exchanges –you could focus your resources
on one compelling promise to all of your Stakeholders?
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And design your entire business around it
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What is Core Promise?
An enterprise is a network of commitments: nothing more, nothing less
Commitments are social acts: promises among parties to deliver certain tangibles and intangibles Core Promise is a social contract – the heart of a resilient enterprise:
Articulating who you are committed to, and how you will serve themFueling a business model that powers strong Stakeholder relationships, and provides a solid foundation for planning
© The BestWork® People 20129
A Core Promise galvanizes Stakeholders
The impact of a promise is innate: it’s a powerful social act.
Because human beings have evolved through the advantage of cooperating, our brains are organized to keep us focused on the merits of potential interactions with others.
A clear Core Promise fuels the social connection at the heart of every exchange, naturally energizing the organization
© The BestWork® People 201210
Examples of Core Promises
(They’re proprietary; they can serve a division or an entire enterprise. Those below are intentionally obscured)
We ensure that every Bank transaction is safe for all parties
We serve communities with good merchandise at fair prices to both customers and suppliers, favorable work environments, and minimal environmental impact
We provide personal, convenient, affordable, environmentally sound transportation
We illuminate and assign the costs – financial and environmental – of every printed document
We strengthen communities by growing women entrepreneurs, who in turn educate their children and expand the middle class
© The BestWork® People 201211
How is Core Promise different from Mission?
A mission is statement of intent, eg
“To help people with disabilities find the opportunity to work”“To deliver the best mousetrap”
A Core Promise focuses commitment for value to all Stakeholders, eg “We provide affordable, skilled workers, strengthening the viability of families, communities, and enterprises” “We ensure that families, businesses, and institutions are safe from vermin”
A Core Promise greatly improves both organizational cohesion and responsiveness to changes in Stakeholder concerns
© The BestWork® People 201212
How does Core Promise fit with Values, Vision and Purpose?
Core Promise is the embodiment of your organizational Values
It operationalizes your Purpose
And serves as a beacon when change appears to challenge your Vision
For example, how would you serve your Stakeholders in the event of an epidemic or emergency? Your Vision might shift; your Core Promise would remain foundational.
© The BestWork® People 201213
Examples of results driven by Core Promise
A major bank won regulators' approval, relieving limits to growth by acquisition
Management teams in Fortune 100, midsize, small business, and non-profit
boards stepped into alignment to drive growth and reduce costs Divisions of matrixed Fortune 500 moved beyond gridlock to develop profitable
strategies and products, and exceed revenue goals year after year
Resistant managers in Fortune 100 and small business embraced cultural change, driving new practices and developing new competences, widening the gap facing competitors
Suppliers and distributors adopted new performance standards, boosting profitability all around
© The BestWork® People 2012
A Core Promise changes your story
About who you are
About what you deliver
About opportunities
for value exchanges in your ecosystem
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IF CORE PROMISE IS SO POWERFUL,
WHY ARE SO FEW EXECUTIVES EMPLOYING
IT?
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Core Promise requires new abilities and practices
Stepping outside your own
business and observing the ecosystem of which your Stakeholders are a part – systematically, repeatedly – and visible to your entire workforce
Identifying the culture and competencies that will enable your people to do their best work fulfilling the promise
© The BestWork® People 201217
© The BestWork® People 2012
No matter what your current priorities
Change is not going to slow down; Stakeholders’ concerns will continue to shift
Designing metrics, strategies, and actions from Core Promise drives focus, reduces ambiguity about what to let go, and builds trust
As the world re-morphs, you can respond quickly to new requirements, while maintaining integrity and deepening important relationships
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Amplify enterprise strength, resilience and integrity
Operating from a clear Core Promise builds trust by clarifying what to rely on you for
Designing metrics and strategies that drive performance against it streamlines resources and inspires best work, yielding competitive advantage
A clear Core Promise gets you ready to boost your identity
Though it may seem like a slow way to start, it will reduce the time required for planning by a factor of 5 – 10
© The BestWork® People 201219
Our enterprises beg for radical improvement in the way resources are
deployed
Organizations have a huge role in creating a world we can safely pass to our grandchildren. But people working long hours, multi-tasking, answering emails at 2 am, cannot do their best work, much less innovate. The brain does not generate new thinking when stressed
If your people are working more than 42 hours a week, your model is part of the problem
These pages offer a new way of leveraging design thinking to forge far more effective and efficient – thriving – enterprises
I hope you’ll use them to become a bigger part of the solution.
© The BestWork® People 201220
HOW TO IMPLEMENT THE BENEFITS
OF CORE PROMISE
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Implementation Steps
One Identify your StakeholdersTwo Articulate your Core
Promise Three Define your Metrics Four Design your Strategies
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STEP ONE:
IDENTIFY YOUR STAKEHOLDERS
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Who are your Stakeholders?
Customers
© The BestWork® People 2012
Strategic Allies
Regulators
Volunteers
Investors
Online Communities
Municipalities
EmployeesSuppliers
Referral Sources
List all of them – those central to your business model and those more peripheral – and what you do for them
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Consider mapping your Ecosystem
© The BestWork® People 2012
Revealing which Stakeholders are central, how they all relate to each other, and how you add value
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STEP TWO:
ARTICULATE YOUR CORE PROMISE
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Ask a sample of Stakeholderswhat they rely on you for
Listen
Let them illuminate how you serve various parties
Learn from their views and the language they use
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Articulate what everyone can count on you for – no matter what
Core Promise shifts organizational focus
From “What we do” to “Who we serve”, naturally inspiring Stakeholders and generating their best work
With Core Promise in place, you’re ready to begin planning and design
© The BestWork® People 201228
Core Promise provides a strong, resilient foundation for planning and design
© The BestWork® People 2012
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STEP THREE:
DEFINE YOUR METRICS
Identify key performance indicators
(Yes, do this before developing strategies)
© The BestWork® People 201230
Re-define enterprise performance
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How are you performing against Core Promise in the four key Balanced Scorecard areas?
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Note where value is generated and where it’s realized
© The BestWork® People 2012
Source: Balanced Scorecard Institute
Financial Results Outcome
StakeholderAssessments
Outcome
Operations:Internal Process
Driver
Organizational Capacity
Driver
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Establishing metrics in all four areas provides the benefit of both leading and
lagging indicators
While every enterprise
seeks the outcomesat the ‘top’,
Value is driven byorganizational capacity and operations at the‘bottom’
© The BestWork® People 2012
Financial Results
Stakeholder Experience
Operations: Internal Process
Organizational Capacity
Two outcomes: lagging
Two drivers: leading
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Examples of leading and lagging metrics
LeadingOperations– Returns due to product flaws – Employees involving their
families in Wellness programs
Organization– Managers taking full
vacations, not checking email
– Employees generating desired brand experience within six weeks of on-boarding
LaggingFinance– Revenue from new
strategic partnerships– Net cost/savings from
Green and Wellness initiatives
Stakeholder Experience – Online communities
actively tracking results of new products
– Website customer support required
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STEP FOUR:
INVENT STRATEGIES TO ACHIEVE TARGETED
METRICSRemember where value is driven
and where it’s realized
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Four questions for designing strategies
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Ensure that each Strategy has a clear line
of sight to Stakeholder value
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Consider how your Core Promise can increase the value of Stakeholders to
each other
Core Promise serves as a context and a currency, driving consistency of experience
Providing another view for getting critical relationships right And increasing the value of the entire ecosystem
© The BestWork® People 201238
STRATEGY MAPS CAN BE CRAFTED TO ADDRESS
CURRENT THEMES & PRIORITIES
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This one was designed to foster corporate wellness
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Dashboard for a young not-for-profit: ready for action
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Domain Metrics Strategies
Finance
• Total revenue (in-kind included)
• Operating reserves
• Track value of in-kind donations
StakeholderAssessments
• How often are reports shared • Percentage of students who
become mentors
• Provide quarterly reports of each student’s progress
• Provide video clips with permission to donors to share
Operations
• Number of students who succeed in building community jobs
• Time required to recruit and orient
• Build partnerships with tech companies for collaborative and training software
• After piloting content and process, create electronic learning process
OrganizationalCapacity
• Number of skilled volunteers• Number of students funded
• Focus Culture on value of every exchange with Stakeholders
• Provide training to staff and volunteers re creating rich exchanges
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Build a healthy, resilient, high performing enterprise
Core Promise is a transparent social contract, building trust among Stakeholders
It’s a context for putting people at their best: generating value and strengthening relationships
It’s a call to action in your organization and your ecosystem
I invite you to become a bigger part of the solution.
© The BestWork® People 201242
With gratitude for the thinkers, teachers, and researchers who illuminated the path
Marsha Shenk is one of the pioneers of Business Anthropology. Her models have empowered business leaders for more than three decades.
Synthesizing insights from Neuroscience, Linguistics, Somatics, and business, her work simplifies the complex cultural, biological, and historical forces that determine the success of modern enterprises.
www.BestWork.biz http://twitter.com/marshashenk
© The BestWork® People 201243
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