organizational culture and process improvement
TRANSCRIPT
Organizational Culture and
Process Improvement
Glyn Davies
SCAMPI High Maturity Lead
Appraiser
It’s a Tough Job…
Source: http://plpnetwork.com/2010/04/08/educator-as-change-agent/
http://www.litscape.com/word_tools/contains_only.php
• Key Success Factors
• Sponsorship
• Trust
• Awareness
• Tools
• Expectations
• Data
…especially If you don’t have sponsorship
Recognize the Challenge
“We’re not interested in process, we want results.” - George W. Bush
August 14, 2006
6
Never sell the product. Sell the results.
“Process improvement is like diet and exercise. Almost
everyone wants to be fit, but few want to put in the
necessary effort.”
Just another way of saying…
“Most want to go to heaven, but few want to die to get there.”
Related to the principle of least effort…
Attempting to get the most out of life for the least effort is
simply human nature.
The Spirit is Willing, but the Flesh is Weak
Success in Challenging Environments
“Process is the enemy of innovation.”
Risks aren’t Always Apparent
“You’ll always be too something to someone.”
Taking the 1st Step
Average leaders blame others. Exceptional leaders take responsibility.
The 5 Orders of Ignorance
0th Order Ignorance – Lack of Ignorance i.e. I know how to do something and can display by lack of ignorance with some sort of output
1st Order Ignorance – Lack of Knowledge i.e. I don’t know something but I know that I don’t know how to do it and I know what I need to learn in order to be able to do it.
2nd Order Ignorance – Lack of Awareness i.e. I don’t know that I don’t know something.
3rd Order Ignorance – Lack of Process i.e. I don’t know a suitability efficient way to find out I don’t know that I don’t know something
4th Order Ignorance – Meta Ignorance i.e. I don’t know about the five orders of ignorance
http://www-plan.cs.colorado.edu/diwan/3308-07/p17-armour.pdf
You have options
By three methods we may learn wisdom: First, by reflection,
which is noblest; Second, by imitation, which is easiest;
and third by experience, which is the bitterest.
- Confucius
Take advantage of what is at your fingertips.
Where are You on the Influence Totem Pole?
Mechanical
Electrical
Software
Systems
Test
Quality
Process
3 Basic Types of Trust
• Strategic Trust
• Confidence in Mission, Vision, Competence
• Personal Trust
• How we treat each other
• Organizational Trust
• Consistency, Fairness
REF: https://hbr.org/2003/02/the-enemies-of-trust
Enemies of Trust
• Inconsistent Messages
• Inconsistent Standards
• Misplaced Benevolence
• False Feedback
• Failure to Trust Others
• The Elephant in the Room
• Rumors in a Vacuum
• Consistent Corporate Underperformance
REF: https://hbr.org/2003/02/the-enemies-of-trust
Same Thing Goes for Process, too…
Why Cultures are So Resilient
• People are loyal to culture, not strategy
• Cultures generally survive tough times
• Culture is more efficient than strategy
• Culture is a differentiator
• Culture is a contrarian business strategy
• A brittle culture can doom an organization
• Cultural missteps are more costly than strategic ones
• Cultures can’t be easily copied
• Culture is very disciplined
http://www.slideshare.net/joetye/12-reasons-culture-eats-strategy-for-lunch-25988674/
Know Your Culture
http://artsfwd.org/4-types-org-culture/ Quinn, Cameron University of Michigan
• Clan oriented cultures are family-like,
with a focus on mentoring, nurturing, and
“doing things together.”
• Adhocracy oriented cultures are dynamic
and entrepreneurial, with a focus on risk-
taking, innovation, and “doing things
first.”
• Market oriented cultures are results
oriented, with a focus on competition,
achievement, and “getting the job done.”
• Hierarchy oriented cultures are
structured and controlled, with a focus on
efficiency, stability and “doing things
right.”
Understand Behavioral Styles
http://lewishowes.com/podcast/build-relationships-chris-lee-personality-matrix/#comments
http://www.slideshare.net/michellevillalobos/get-connected-stay-connected
Finding the Right Approach
https://en.wikipedia.org/wiki/Cynefin_Framework
http://weblog.tetradian.com/2008/06/19/cynefin-again/
One size doesn’t fit all
Science
Scientists apply the scientific method to
explore the natural world.
Engineering
Engineers apply scientific principles to
solve problems and design processes and
products.
Technology
Technicians draw from scientific
discoveries and engineering designs to
make products that are needed or wanted
by society.
http://chemistry.about.com/od/branchesofchemistry/ss/Relationship-Among-Science-Engineering-And-Technology.htm
https://en.wikipedia.org/wiki/TRIZ
No Silver Bullets, but with the Right Tools…
https://versionone.com/pdf/VersionOne-10th-Annual-State-of-Agile-Report.pdf
Managing Expectations
• Don’t oversell!
• Communicate!
• You’re in this for the long-haul
• “Change Small, change often.”
Handle Data/Metrics with Great Care
‘Measure what is measurable, and make measurable what is not so.”
- Galileo Galilei
"There are three kinds of lies: lies, damned lies, and statistics.“
- Benjamin Disraeli
“…the most important figures that one needs for management are
unknown or unknowable, but successful management must
nevertheless take account of them.” – Lloyd S. Nelson
“…not everything that can be counted counts, and not everything that
counts can be counted.” – William Bruce Cameron
Ascending the Knowledge Pyramid
REF: http://blogs.gartner.com/rob-addy/2012/11/25/the-ascent-of-knowledge-mountain/
https://en.wikipedia.org/wiki/DIKW_Pyramid
Success isn’t Easy, but the Rewards are Great
REF: http://blogs.gartner.com/rob-addy/2012/11/25/the-ascent-of-knowledge-mountain/
https://en.wikipedia.org/wiki/DIKW_Pyramid
Choosing a Successful Path
“To lead people, walk beside them.
As for the best leaders, the people do not notice their
existence.
The next best, the people honor and praise.
The next, the people fear; and the next, the people hate.
When the best leader's work is done the people say,
‘We did it ourselves!’ ”
― Lao Tzu
• Sponsorship
• Trust
• Awareness • Competence
• Culture
• Behavior styles
• Tools
• Expectations managed
• Data used effectively
Remember the S-T-A-T-E-D Elements
References
– Robert D. Austin – Measuring and Managing Performance in Organizations,
Dorset House Publishing (June 1996) ISBN-13: 978-0-932-63336-1
– David J. Hand – Measurement Theory and Practice: The World Through
Quantification, Wiley (August 2009) ISBN-13: 978-0-470-68567-9
– Glenn J. Myatt – Making Sense of Data: A practical guide to exploratory data
analysis and data mining, Wiley and Sons (2007) ISBN-13: 978-1-118-407417
– Glenn J. Myatt, Wayne P. Johnson – Making Sense of Data II: A practical guide
to data visualization, advanced data mining methods, and applications, Wiley
and Sons (2009) ISBN-13: 978-0-470-22280-5
– Much more at:
https://drive.google.com/open?id=0B04ObK4PlMRPdllqN0pzdV9TTlk
• http://tinyurl.com/jb22lcq
29
30
Questions