The Lean and Agile Workplace: People, People, People. These are the three principles for designing adaptive, agile and engaging workplaces. Stephen Parry Author of Sense and Respond Senior Partner at Lloyd Parry Twitter @Leanvoices LinkedIn Website, Newsletter and Blog www.lloydparry.com www.slideshare.net/SGParry
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The Lean and Agile Workplace: People, People, People.These are the three principles for designing adaptive, agile and engaging workplaces.
Stephen ParryAuthor of Sense and RespondSenior Partner at Lloyd Parry
Stephen Parry Founder and Senior Partner at Lloyd ParryAuthor of Sense and Respond The Journey to Customer Purpose.‘I promise to challenge your current organisational thinking and enable you to differentiate your business’ Stephen Parry
Author and Designer of Climetrics® Diagnostic and The Adaptive Organisation Theoretical Framework.
Winner of the National Business Award for Best Customer Service Strategy. National Business Awards the Judges declared “the company created an entire cultural change around the needs of its customers and could as a result demonstrate business growth, innovation and success.”
Partner at Lloyd ParryLloyd Parry delivers transformative Lean programs to large scale global organisations in many sectors including; Telecommunications, IT Services, Financial Services, Logistics, Outsourcing and Local Government.As a result of adopting our approach to Lean‐Service a number of companies have won national industry awards for Best Service Strategy, Best People Development Program and awards for Innovation and Creativity.
Lloyd Parry Lean Service Transformation Consultancy
Lloyd Parry use Lean Service principles to support their clients in the design, transformation andmanagement of organisations. We also provide executive and change leadership education androute‐map designs.
We have developed Climetrics® a unique organisational diagnostic used to identify how yourmanagement activities, measurement systems, structures, and delivery capabilities can becombined to create a lean‐service climate that leads to high‐performance and long‐termprofitability.
Lloyd Parry have delivered transformation programs to large scale global organisations in manysectors including; Telecommunications, IT Services, Financial Services, Logistics, Outsourcing andLocal Government.
As a result of adopting our approach to Adaptive Organisations using Lean, a number ofcompanies have won national industry awards for Best Service Strategy, Best People DevelopmentProgram and awards for Innovation and Creativity.
Best Customer Service Strategy ‐ National Business Awards the Judges declared “they created an entire cultural change around the needs of its customers and could as a result demonstrate
References , influences and acknowledgements.Book Sense and Respond: The Journey to Customer Purpose. Parry, Barlow, Faulkner (Palgrave Macmillan)
The Human Side of Enterprise Douglas McGregor Annotated and Updated by Joel Cutcher‐Gershenfeld
Beyond McGregor’s Theory Y: Human Capital and Knowledge‐Based Work in the 21st Century Organization Kochan, Orlikowski, Cutcher‐Gershenfeld http://mitsloan.mit.edu/50th/pdf/beyondtheorypaper.pdf
Service Climate and Customer Intelligence Workers. Parry and Fisher (2006)
Cleared for take‐off Strategies in Lean IT – Amadeus http://www.amadeus.com/documents/lean‐it/Amadeus_Lean_IT.pdf
In this context, ‘respect for people’ means understanding that all people have the ability
to learn and the right to be given opportunities to learn.
Managers helping employees freely choose how they solve
problems displays total respect.
There is a world of difference between helping people to see
and telling them they are blind.
We believe people are capable of learning and taking on additional responsibility, and if you create the right environment, people will
want to learn and will actively seek more responsibility.
Most of all we must trust that people are capable of owning and solving their own problems
with a little bit of help.
From first to last, Respect for People and a Blame Free Culture. Extracts from a broadcast by Stephen Parry
Getty Library
The Work Climate is the combined perception of customers, employees, managers and leaders. It predicts the performance and long term profitability of an organisation.
We use a Climate diagnostic called Climetrics® which also measures how well the organisation as a whole, identifies, understands and delivers against customer needs and how it adapts and locks on to changing customer needs.
The diagnostic informs indicates what actions we need to take to create a superior work climate.
Now Research Development OfficerUniversity of Warwick
• The research explored how climate perceptions and affective reactions at the organizational, team and individual level influenced service performance via the use of Social Exchange Theory and the concomitant Rule of Reciprocity.
• The data set was gathered via a large scale (127 organizations and over 3000 employees) quantitative survey and was analyzed via Confirmatory Factor Analysis and Structural Equation Modelling.
• The proposed Psychological Process to Performance Model was tested via a series of competing nested models.
Also predicts the implications for a business that doesn’t change
Diagnosis
Operating strategies.Operating structures.Managing practices.Perceptions, feelings and behaviour of customers, staff, managers and leaders.End‐to‐end service performance.Quality.Innovation and change ability.Customer centricity.Leadership.
Prognosis: Service Performance
PredictabilityLong‐term profitability.Work outcomes.Employee performance.Job satisfaction.Customer perceptions of service quality.Quality improvements.Commitment.Absenteeism and turnover.Organisational adaptability.
Work‐Climate: Thinking Feelings and Behaviour of Customers, Employees, Managers and Leaders
ImprovingEmployee influence on products and services
Employee influence on managing practices
Employee influence on other functions
Employee influence on end-to-end processes
LeadingPerformance management
Adaptive leadership
Responding to customer issues
Implementing ideas to better serve customers
EngagingFreedom and decision making
Customer facing activity
Customer intelligence gathering
Sharing intelligence with the team
LearningOrganisational understanding
Sharing intelligence across the function
Sharing intelligence with other functions
Sharing intelligence with top/senior management
Weak Standard Excellent
Mass Customisation. This is a variation of the one-size-fits-all. The employee helps the customer select from a fixed menu of options. The customer experience and employee engagement, however, are relatively low.
Mass Specialisation. Customers must know which service they want, where to obtain it and integrate each one from different sources. Since employees possess deep specialist knowledge, they will engage customers at a much higher level, and the customer experience is personal and solutions standard.
Mass Adaptation. The Customer Value Enterprise® The service will provide personalised advice to suit the individual. Employee skills are high and they will integrate and combine all solutions on the customers’ behalf in unique combinations, resulting in high customer and employee engagement. The customer experience is personal and unique.
Mass Production. A one size fits all service has low variety offerings , employee skills are basic and customer engagement is transactional.
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Service Climate Management ® is a registered trade mark of Service Climate Management Ltd.
Customer Value Enterprise ® is a registered trade mark of Service Climate Management Ltd.
Climetrics ® is a registered trade mark of Service Climate Management Ltd.
The Engaging, Learning, Leadings Improvement device is a TM of Service Climate Management.
CORE Demand Profile TM is a trademark of Service Climate Management Ltd.
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