Free up your staff's capacity, increase the amount of work done in the same amount of time whilst increasing customer satisfaction and saving money and creating an all-round better environment to work in. Who wouldn't want this for their organisation and customers?
All of this is achievable because right now your processes and procedures are probably causing your staff to do things they don’t need to be doing, costing you money and frustrating customers at the same time.
But it doesn’t have to be this way. We created these procedures and we can uncreate them by redesigning our organisations more intelligently.
Your customer facing processes are the most important in your entire organisation. Yet how many businesses really focus on them? They should be designed around customer behaviour and needs yet are often designed mostly around our organisation's needs. When these processes and procedures are examined it becomes clear just how much waste work and unnecessary expense (not to mention customer frustration) they are causing.
The method of service improvement I provide draws from the approaches to service review and improvement that I have experienced as being most effective, such as John Seddon’s Vanguard method to aid reviewing and analysing current processes, ideas from Agile and Scrum to aid the prototyping and development of new processes and the techniques of Service Design and ideas of Frederick Laloux (author of Reinventing Organisations), to inform how change itself is approached.
The results of carrying out such a service review are more efficient processes, hugely engaged staff and happier customers. The benefits of these are financial savings, increased staff capacity and a method for repeating these improvements across all aspects of your organisation.
Creating your own in-house team
The goal of the workshops and sessions below is to train a group of staff in this service design method so that they can take on and lead this work throughout your organisation. The process starts with an introductory session for senior staff before moving on to a training workshop for those involved in the change process being reviewed. The focus then shifts to taking the group through reviewing and changing a chosen process until it is ready to become the new ‘business as usual’.
The workshops below work as a series, with each building on the last.
Service Review Workshops
Systems Thinking Introduction: Senior Stakeholder insight
This is primarily for senior staff and particularly for managers of processes potentially being reviewed. Its purpose is to give an overview of the approach, what your staff will be doing and why, what it means for managers and the expected implications and outcomes.
It is a chance for senior staff to ask questions and decide if this is something that they want to go ahead with. The session covers purpose, value and failure demand, targets and measures, variation, process mapping and analysis, prototyping and service redesign.
Though primarily a presentation and discussion, it ideally includes a practical session with a customer facing team where possible.
Systems Thinking Training Workshop
An all day interactive workshop covering all of the above session but with practical exercises and activities as this is designed to onboard the staff who will be doing the change work into this method, approach and way of thinking.
This is designed for either a smaller group of staff who are set to be your ‘change champions’ or the wider spread of staff involved in the process being reviewed. Often, it will involve both (and usually there is crossover).
Process Mapping Session
Working with all of the relevant staff to map out the entirety of the process being reviewed, from beginning to end. This involves a wide spread of staff so that every stage is represented. The length of time this takes will depend on the process being reviewed but one or two days is typical.
Process Analysis & Redesign
With the process mapped and represented to staff, this session takes everyone through analysing the process in terms of value and failure steps. Then the group decides (looking at effort vs value) on what parts of the process they wish to being making changes to. These are then planned using ‘kata’ questions so that expected changes are made explicit and testable. A prototyping structure is discussed and agreed with an action plan for next steps.
Using some of the techniques from Scrum and Agile approaches, the change group will meet on a regular basis (daily, weekly, bi-weekly) to plan out and review changes to existing processes. Analysis of the effect of changes and the gradual development of new processes and procedures comes from this group. Set up and management of this group is decided with the staff and management of your organisation.
This group can continue independently or I can provide regular ‘review and progress’ sessions as appropriate to continue coaching the group as well as working with senior staff to manage the changing processes.
For an informal discussion of how any of the above could be of help to your organisation and projects, get in touch below