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Revolutionise your team through lean and agile thinking
The document discusses the application of lean and agile thinking to improve team dynamics and organizational agility, emphasizing the agile methodology's values and principles. Key components include prioritizing customer satisfaction, fostering collaboration, and promoting continuous improvement through effective communication and visual work management. The text also addresses the necessity of a shift in focus from traditional structures to a customer-centered approach for achieving sustainable success.
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Revolutionise your team through lean and agile thinking
- 1. Revolutionise your Team throughLean & Agile Thinking Smaart Recruitment Event – 21st of June 2018
- 2. Nice to meetyou
- 3.
- 4. What is agile? ag-ile adjective “theability to move quickly and easily”
- 5. The agile manifesto(2001) “We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individual and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more.”
- 6. The agile manifesto(2001) “We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individual and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more.”
- 7. The agile manifesto(2001) “We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individual and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more.” working Outcomes
- 8. Agile is amindset KEY BEHAVIOURS THAT ENABLE THE AGILE MINDSET • Respect for the worth of every person • Truth in every communication • Transparency of all data, actions, and decisions • Trust that each person will support the team • Commitment to the team and to the team’s goals - Collaboration
- 9. The principles behindagile DEFINING PRINCIPLES OF AGILE • Our highest priority is to satisfy the customer. • Deliver outcomes frequently. • Business people must work together daily throughout the project. • Build projects around motivated individuals. • The most efficient and effective method of communication is face- to-face. • Outcomes are the primary measure of progress. • Agile processes promote sustainable development. • Simplicity is essential. • The best outcomes emerge from self-organizing teams. • At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
- 10. Guiding principles ofagile From the article “What is Agile “by Steve Denning – Image inspired by Ahmed Sidky Agile is a mindset Described by 4 values Defined by 12 principles Manifested through an Unlimited number of practices
- 11. 3 waves ofagile The three Waves of Agile by Charlie Rudd – Solutions IQ
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- 13. Achieving Organisational Agility LeanPortfolio Management Ways of Working System of Work
- 14. Achieving Organisational Agility Waysof Working System of Work Lean Portfolio Management
- 15. Ways of Working 1. Start with the Purpose 2. Visualise the Work 3. Set up the right Operating Rhythm 4. Use Continuous Improvement Tools
- 16. Ways of Working– Start with the Purpose
- 17. Ways of Working– Start with the Purpose
- 18. Ways of Working– Start with the Purpose
- 19. Ways of Working– Start with the Purpose
- 20. Ways of Working– Visualise the work
- 21. Ways of Working– Visualise the work Contact Centre Daily Wall
- 22. Ways of Working– Visualise the work Contact Centre Roster Wall
- 23. Ways of Working– Visualise the work Contact Centre Customer Satisfaction Wall
- 24. Ways of Working– Visualise the work Contact Centre Continuous Improvement Wall
- 25. Ways of Working– Visualise the work Contact Centre Continuous Improvement Wall
- 26. Ways of Working– Visualise the work Contact Centre Failure Demand Wall
- 27. Ways of Working– Visualise the work Initiatives Radar Wall
- 28. Ways of Working– Visualise the work Sales Pipeline
- 29. Ways of Working– Visualise the work Sales Radar Wall
- 30. Ways of Working– Visualise the work Service Desk Wall
- 31. Physical board oronline? Ways of Working – Visualise the work
- 32. • The teamloves using it • 1-1s happen at the wall • Meeting point • It attracts new fans • The bosses are happy about it • It is self-explanatory • Team driven • Tailored You have a great board if… Ways of Working – Visualise the work
- 33. • Used formicromanagement • They are Wall Decoration • Management driven • Work is pushed vs. pulled • Duplicated in excel • We don’t cancel other meetings • One-size fits all • It becomes a chore You don’t have a great board if… Ways of Working – Visualise the work
- 34. Ways of Working– Operating Rhythm 90 Days Planning, Daily Stand ups, Sprint Planning…
- 35. Ways of Working– Operating Rhythm Also works remotely…
- 36. Value Stream Mapping Waysof Working – Continuous Improvement Tools
- 37. Ways of Working– Continuous Improvement Tools Value Stream Mapping
- 38. Improvement Kata Model Waysof Working – Continuous Improvement Tools
- 39. Retrospectives Ways of Working– Continuous Improvement Tools
- 40. Retrospectives Ways of Working– Continuous Improvement Tools
- 41. Retrospectives Ways of Working– Continuous Improvement Tools
- 42. Retrospectives Ways of Working– Continuous Improvement Tools
- 43. Retrospectives Ways of Working– Continuous Improvement Tools
- 44. Achieving Organisational Agility LeanPortfolio Management Ways of Working System of Work
- 45. Lean Portfolio Management 1. What are the main objectives we are trying to achieve? 2. Are we doing the right work to achieve those objectives? 3. How are we measuring if we achieve those objectives? 4. Is all the work we are doing for the here and now?
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- 47. Lean Portfolio Management– 3 Horizons The Lean Enterprise – Humble, Molesky & O’Reilly
- 48. Lean Portfolio Management– OKR’s OKR’s Objectives & Key Results
- 49. Lean Portfolio Management– OKR’s
- 50. Lean Portfolio Management– OKR’s
- 51. Achieving Organisational Agility LeanPortfolio Management Ways of Working System of Work
- 52. System of Work 1. Are we thinking about the customer or internally? 2. Are we managing customers or calls? 3. What are the constraints in the system that stop us from delivering value to the customer? 4. Do we really have a lean and agile culture?
- 53. System of Work– True Customer Focus? We must shift the focus of companies back to the customer and away from shareholder value. Companies should place customers at the center of the firm and focus on delighting them, while earning an acceptable return for shareholders. “The only valid purpose of a firm is to create a customer ” Peter Drucker
- 54. System of Work- True customer focus? Yes. It can happen!
- 55. System of Work- True customer focus? And it works!
- 56. System of Work– True Customer Focus? Use a Systems Thinking or a Design Thinking approach to the way you structure your teams and organisations starting with the customer first “To manage an organisation as a system means understanding how work flows from and to the organisation’s customers.” John Seddon Departmental Silos
- 57. System of Work–Do we manage calls or customers? The Vanguard Guide to Transforming Contact Centres
- 58. System of Work–Value & Failure Demand VALUE DEMAND: Value Demand is the reason why the Contact Centre exists. This is the teams’ opportunity to deliver a product or service that benefits the customer FAILURE DEMAND: Failure Demand is where we have failed the customer by not doing something or by not doing it right the first time. This can either be at the Contact Centre or the Organisation level.
- 59. System of Work–Constraints in the system AGILE TRADITIONAL STRUCTURE RECRUITMENT TRAINING AND INDUCTION QUALITY AND COACHING ROSTERNG AND WFM REPORTING AND METRICS REWARD AND RECOGNITION
- 60. System of Work–Constraints in the system AGILE TRADITIONAL STRUCTURE • FLAT STRUCTURE • NO SPECIALISATION • ONE QUEUE • CLEAR CAREER PROGRESSION • HIERARCHICAL • SILOS • COMPLEX CALL- ROUTING • “US” vs. “THEM”
- 61. System of Work–Constraints in the system AGILE TRADITIONAL • TEAM INVOLVED • ATTITUDE AND PERSONALITY OVER SKILLS • GROWTH MINDSET • ALWAYS USE SMAART RECRUITMENT! • TEAM NOT INVOLVED • SET CRITERIA • SCRIPTED INTERVIEWS • SKILL OVER ATTITUDE • EXPERIENCE OVER BEHAVIOUR RECRUITMENT
- 62. System of Work–Constraints in the system AGILE TRADITIONAL • TEAM INVOLVEMENT • ON-THE-JOB TRAINING • 2-WEEK INDUCTION • CUSTOMER- DEMAND TRAINING • NO TEAM INVOLVEMENT • CLASSROOM TRAINING • INDUCTION 6-8 WEEKS • PRODUCT-CENTRIC TRAINING TRAINING AND INDUCTION
- 63. System of Work–Constraints in the system AGILE TRADITIONAL QUALITY AND COACHING • SIDE-BY-SIDE COACHING • SIMPLE CRITERIA • USED TO COACH • QUALITY IS A KEY FOCUS • CUSTOMER EXPERIENCE DRIVEN • QUALITY EXTERNALLY MONITERED • COMPLEX CRITERIA AND CHECKLISTS • USED TO POLICE • QUALITY IS NOT A KEY FOCUS • COMPLIANCE DRIVEN
- 64. System of Work–Constraints in the system AGILE TRADITIONAL ROSTERING AND WFM • TEAM DRIVEN • FLEXIBLE • CUSTOMER-CENTRIC • TEAM TREATED AS ADULTS • DONE EXTERNALLY • WFM IN CONTROL • RIGID APPROACH • TEAM TREATED AS CHILDREN
- 65. System of Work–Constraints in the system AGILE TRADITIONAL REPORTING AND METRICS • OUTCOMES BASED • TARGETS SET BY THE TEAM • LEADING INDICATORS • TEAM KPIs • QUALITY & CUSTOMER EXPERIENCED BASED • OUTPUTS BASED • TOP DOWN TARGETS • LAGGING INDICATORS • INDIVIDUAL KPIs • PRODUCTIVITY BASED
- 66. System of Work–Constraints in the system TRADITIONAL REWARD AND RECOGNITION • REWARD TEAM COLLABORATION • BASED ON CUSTOMER EXPERIENCE • TEAM LED • INCENTIVES LINKED TO TEAM AND ORGANISATION PERFORMANCE • REWARD INDIVIDUALS • BASED ON PRODUCTIVITY MEASURES • LEADERSHIP DRIVEN • INCENTIVES LINK TO INDIVIDUAL PERFORMANCE AGILE
- 67. System of Work–A lean and agile culture What it isn’t…
- 68. System of Work– A lean and agile culture “Value is always defined by the customer”…”Any activity that is unproductive or does not add to the value of product is waste” The Toyota System Build a culture in your organisation or team where the focus of everyone is on eliminating waste, adding value for the customer and improving flow of work Waste, Flow and Value
- 69. “Everything should bemade as simple as possible. But not simpler” Albert Einstein Build a culture where SIMPLICITY is well regarded and seen as a key competitive advantage. Not only on the way products or services are designed, but also the way internal processes, meetings, and collaboration tools are designed and run. Simplicity System of Work– A lean and agile culture
- 70. “Continuous Improvement isbetter than delayed perfection” Mark Twain True agility means that teams are constantly working to evolve their processes to deal with their particular obstacles they are facing at any given time. Design and run experiment (do) Study results (check) Evolve model and implement changes (act) Create hypothesis (plan) The Deming cycle Continuous Improvement System of Work– A lean and agile culture
- 71. The Results? More EngagedTeams Increased Customer Satisfaction Better Results Increased Operational Efficiency
- 72. All this won’thappen without… Brave Leadership
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