consulting services: mcdaniel consulting
TRANSCRIPT
Siloing \’si-lo-ng\ gerund [From Latin sirus a pit for storing grain.] 1: Storing grain. 2: In Tourism, a form of magnetism by which cameras are positively attracted to agricultural buildings. 3: In business, non-communication between departments, incompatible goal setting, inter-company snobbery, or out-right hostility. USAGE: The term refers to the sealed-off nature of silos rather than to their utility in storing tomorrow’s breakfast cereal. At its most extreme, siloing in the workplace leads to destructive competition among nominal allies while providing an opportunity to abuse agricultural metaphors.
Example “There’s so much siloing among our divisions, we’ll need to hire bodyguards for the company picnic.”
Description of Consulting Services
Improve Business Results 2012
McDaniel Consulting | 1510 Litina Dr., Suite A | Alamo, CA 94507 | 925.765.2786 | [email protected] │ 2 │
Description of Services Project Based to Directly Improve Business Results
FOCUS DEFINITION RESOURCES CLIENT SUCCESSES
TRANSFORMATIONAL IMPROVEMENT IN BUSINESS RESULTS
Transformational > 15%+ Improvement > Significant impact on strategic
goals > Change impact high > Customer resource investment is
high
> Sponsor: President, COO, or Senior Executive
> Typical Core team of 4-8 > 50%-75% time commitment for
2-4 months > Customer Advisory Team &
access to Subject Matter Experts
> Apply process design skills, techniques, and analysis (e.g., current state assessment, best practices, customer assessment, future state design) to fundamentally and radically redesign business processes for dramatic leaps in performance
CONTINUOUS IMPROVEMENT IN BUSINESS RESULTS
> Sponsor: Executive or Senior Manager
> Typical Core team of 2-4 > 20% time commitment for 1 – 2
months > Access to Subject Matter Experts
Incremental Improvement > 5% -10% Improvement > Change impact medium > Balances resource investment,
customer needs, and project outcomes
> Applies when scope and deliverables are smaller scale than transformational improvement
> Sub-process primarily within responsibility of sponsor
> Low technology impact
> Reengineered IT Division in a financial services company and saved $20MM annually
> Supplier rationalization in forestry products saved $36MM annually
DEEP DIVE: COACH CLIENTS TO SOLVE SPECIFIC PROBLEMS OR RESOLVE GAPS
> Sponsor: Executive or Senior Manager
> Based on client needs can provide heavy support to lead full teams, medium support to facilitate workshops, or low support by providing advice, tools or review
Based on Customer Needs > Improve business performance
to meet or exceed enterprise strategies
> Provide the “how” to understand issues, develop plans, and implement solutions to get results
> Use large tool kit (e.g., problem solving, project, organizational, change, process design, and measurement skills) to support a specific business need
> Best practice research > Change management plan > Metrics design and
implementation > Business case development > Process documentation > RACI design and
implementation > Strategy development
QUICK HITS “Low-Hanging Fruit” > <1% Improvement, employee
empowerment > Change impact low > Implemented in < 90 days
> Facilitated workshops > Reduce bureaucracy, remove
roadblocks that interfere with employees getting work completed, and improve performance
> Standardized processes in multiple call center environment
> Reduced number of approvals required for supplier invoices
> Moved authority to front-line sales employees
> Sponsor: Executive > Planning Workshop 1 day > Workshop 1 – 2 days > Implementation, as approved
PERFORMANCE IMPROVEMENT ASSESSMENT
Discovery > Develop a roadmap to reduce
cost, reduce cycle time, improve quality, and/or improve customer satisfaction
> Facilitated approach to quickly identify gaps and set direction
> Use the Process and Enterprise Maturity Model (PEMM™) to identify opportunities to improve the performance of client work processes - Assess 5 critical enablers of a high
performing process: design, metrics, performers, ownership & infrastructure
> Developed journey for a chemical services company to improve operating performance
> Roadmap for a talent acquisition process
> Journey to improve the operating performance of a P&C insurance company
> Sponsor: Executive or Senior Manager
> Based on client needs can facilitate workshops, conduct interviews of key stakeholders, or conduct on-line assessments
> Not necessary to mobilize a team for this service PEMM is Trademark of Hammer and Company
> New strategy increased revenue by 40%
> Reengineered plant maintenance process saved $50MM annually
> Shift to call/click from come-in saved $45MM annually
> Procurement process reengineering saved $100MM in five years
McDaniel Consulting | 1510 Litina Dr., Suite A | Alamo, CA 94507 | 925.765.2786 | [email protected] │ 3 │
Description of Services Enterprise Capabilities to Sustain Improved Results
FOCUS DEFINITION RESOURCES DELIVERABLES
LEADERSHIP > Prepare leaders to understand
the potential of process to improve business performance and their role in leading and sustaining change
> Sponsor: President, COO, or Senior Executive
> Chief Process Officer or equivalent
> Process Consultants > Not necessary to mobilize a
team for this service
EXPERTISE > Sponsor: Chief Process Officer or equivalent
> Process Consultants > Access to Subject Matter Experts
> Improve the expertise and skills of people working in a process managed company
> The quantity and number of people with process knowledge
> Maturity of the methodology a client employs in its process work
> Develop training programs for leaders, process consultants and process workers
> Conduct training programs > Develop a roadmap for
improving enterprise process expertise maturity
GOVERNANCE > Improve the processes through which the work of the enterprise is directed and controlled to ensure success
> Facilitate development of enterprise process model
> Coach clients to launch a Process Council and reach steady state performance
> Improve governance maturity
> Sponsor: President, COO, or Senior Executive
> Chief Process Officer or equivalent
> Process Consultants > Client may want to mobilize a
team
CULTURE > Improve the willingness of all
employees in the enterprise to experience the change that is coming
> The extent which companies focus on customers, use team based approaches to implement improvement projects, coach employee’s on cross-functional change, and orientation toward personal responsibility
> Develop change management roadmap
> Implement RACI tools to improve accountability and align with compensation plans
> Enterprise commitment
> Sponsor: Executive > Chief Process Officer or
equivalent > Process Consultants > Access to Subject Matter
Experts > Client may want to mobilize a
team
> Senior executive alignment > Develop Business Case for
Change > Senior executive engagement > Align with strategic plan > Coach senior executives to
successfully avoid the pitfalls and potholes in the process journey
> Establish enterprise decision-making framework
> Align develop strategy, translates strategy into operating objectives, allocate resources, manage execution and risk mgmt into an end-to-end process
> Establish necessary leadership
awareness of process concepts, alignment of executives, and personal actions to successfully improve and sustain business results
CAPABILITIES IMPROVEMENT ASSESSMENT
> Sponsor: Chief Process Officer or equivalent
> Process Consultants > Not necessary to mobilize a team
for this service
> Develop roadmap to improve enterprise process capabilities
> Facilitate approach to quickly identify gaps and set direction
> Use the Process and Enterprise Maturity Model (PEMM™) to identify opportunities to improve client success in implementing and sustaining process initiatives - Tools based on four critical
enablers: leadership, expertise, governance and culture
> Readiness assessments > Integrated roadmap to
improve enterprise process maturity
> Current state assessment > Future state planning > Align roadmap with
enterprise strategic plan PEMM is Trademark of Hammer and Company
McDaniel Consulting | 1510 Litina Dr., Suite A | Alamo, CA 94507 | 925.765.2786 | [email protected] │ 4 │
Keys to Bill McDaniel’s Project Success
Disciplined team leader Cat herding skills
Hitting the ground running The tyranny of the calendar
Working backwards From required products
Division of labor Sharing the burden
Focused group sessions Targeted discussions, grounded in pre-work
Realism Regarding people’s capabilities
Source: Dr. Michael Hammer’s description of Bill McDaniel’s success at leading executives in research teams for the Hammer and Company Phoenix Consortium. Presented at the Phoenix Consortium Workshop in Phoenix, Arizona.
McDaniel Consulting | 1510 Litina Dr., Suite A | Alamo, CA 94507 | 925.765.2786 | [email protected] │ 5 │ │ 5 │
Recommendations Carl Hensman, Ph.D. Program Officer, Bill and Melinda Gate Foundation “Bill came into a extremely challenging, convoluted, emotional environment and through patience, training and encouragement, changed the fundamental way that the company did business for the better. My current style of management uses nearly every tool and technique that Bill taught me. Everyone needs to spend time with Bill.” Mike Garzone Procurement Executive, The United Illuminating Company “I would highly recommend Bill who brings deep procurement knowledge to help identify process improvements, set a path to best practice and deliver desired results. He works well with all levels of management or staff, and was successful in leading cross functional teams to implement corrective action. Bill is able to quickly get to core issues, and you can have confidence that he will lead your teams to desired results in effective and efficient manner. These projects can be difficult in many ways, Bill was dedicated, persevering and made it fun.” Greg Tucker SVP Business Transformation, Copart
“Bill is a master of Process Improvement and Transformation and has delivered significant and measureable results from dozens of process improvement efforts. He has done an outstanding job of building an organization of skilled and motivated consultants that are routinely called upon by Senior Management to lead the most complex change efforts. He has led the introduction of GE's Work-Out and CAP (Change Acceleration Process) to the organization to drive faster and more committed change in partnership with business leaders. Bill has also led the thought leadership of many Process Management topics in partnership with the late Dr. Michael Hammer. He is a great leader of change, a well respected people manager and innovative colleague at pushing the envelope of process thinking. I fully recommend Bill and look forward to the next time we get to work together.” Martha Batorski President & CEO, Batorski Stephens & Associates, Inc. “I teamed with Bill McDaniel and Dr. Michael Hammer to develop the Process and Enterprise Maturity Model (PEMM). The resulting work was subsequently published in the Harvard Business Review in 2007. Bill's abilities are both impressive and unique. Impressive because Bill possesses, -- as an innovator in designing and implementing best practices -- a demonstrated history of successes in operationalizing proven approaches in organizations . Unique because Bill also possesses extraordinary abilities in the skill of visual sensemaking -- the art of simplifying the complex. This ability has allowed Bill to directly impact the enhancement of messages needed to move minds in organizational change, thereby impacting the speed of adoption. Few executives I have ever met possess these much needed skills.” Dorothea Brennan Director Process Improvement, The United Illuminating Company “I worked with Bill over a number of years on process related projects for the Phoenix Research group of Hammer and Company. I found Bill to be an extraordinary facilitator. Our groups consisted of a wide diversity of companies, backgrounds and skills. Often Bill was facilitating virtual meetings. I marveled at his skill in making sure everyone was heard and in summarizing the material to keep the group focused and on track. Bill would follow-up with PowerPoint slides that were excellent. We were working on complex conceptual information and Bill was able to provide visual materials that made it easy to convey the team's work product to the broader membership.”