Three Business Process Improvement Tools to Improve Planning outcomes - SalesNet - October 2014

Sandra Whittingham | Director | www.salesnet.ltd.uk

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Three Business Process Improvement Tools to Enhance Planning Outcomes

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SalesNet Business Process Improvement

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Success starts with planning

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Success starts with planning – make the planning process as effective as possible. This presentation looks at three specific tools for success:

• The Value Proposition Statement • The Problem Context Diagram • Consensus Decision Making

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Success starts with planning

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1. The Value Proposition Statement

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1. Value Proposition Statement

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A mission statement describes the soul of a brand. If you are not a big-name brand, but still want to articulate exactly what your business does – create a Value Proposition Statement.

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Mission statements – some examples

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•To bring inspiration and innovation to every athlete in the world. Nike:

•To be the most customer-centric company in the world, where people can find and discover anything they want to buy online.

Amazon:

•Provide a global trading platform where practically anyone can trade practically anything. Ebay:

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Value Proposition Statement

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The Formula: To deliver (a product or service) to (the customer) with (key attributes) so the customer can effectively achieve their objectives whist meeting (all external constraints).

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Value Proposition Example

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An example: A Design Agency Key attributes

• Award winning creative team • Skilled in multimedia formats • Strong, dedicated account management • Business-to-business specialist

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Value Proposition Example

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To provide branding, marketing collateral and website design to business-to-business customers with the skills of a professional team of award winning designers, so that the design work will be original, have high impact and is guaranteed to be delivered within time and budget constraints.

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Value Proposition Statement

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Work out your key attributes and complete the formula: To deliver (a product or service) to (the customer) with (key attributes) so the customer can effectively achieve their objectives whist meeting (all external constraints).

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1. Value Proposition for Schools

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Remember: • Seek all senior colleagues input when deciding on key

attributes

• Research your findings to make sure others perceive your key attributes as you do

• Be prepared to change your opinion if needed

Value Proposition - summary

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When researching your attributes – be aware

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• Basic requirements that may not be specifically requested but will cause dissatisfaction if they are not met

Expected

• The requirements most likely to be requested by customers and will be shaped by previous experience. Make sure you understand why this has been requested.

Wanted

• The customer will never ask for these but when they receive them they are truly delighted

Delight Factors

Delighting the customer requires a certain type of

knowledge

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Success starts with planning

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2. The Problem Context Diagram

Problem Solving – errors are magnified through a process - solve them early

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2. Problem Context Diagram

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The Problem

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Problem Context Diagram

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The Problem

The Process where we see the Problem

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Problem Context Diagram

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The Problem

The Process where we see the Problem

Upstream Process

Upstream Process

Upstream Process

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Problem Context Diagram

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The Problem

The Process where we see the Problem

Upstream Process

Upstream Process

Upstream Process

Downstream process affected

Downstream process affected

Downstream process affected

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Problem Context Diagram

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A hypothetical problem: The contact lists produced by the CRM / MIS for marketing purposes are inconsistent with some data fields missing and some information in the wrong fields. Marketing initiatives are being jeopardised.

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Success begins with planning

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Inconsistent Data

Incomplete data details when lists run for marketing initiatives

Data entry Fill in

Application forms

Inputting agent forms

Running queries Addressing envelopes

Mail merging name badges

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Problem Context Diagram - Example

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Selecting priorities: • Identify the few (20%) upstream processes that

contribute most (80%) to the problem • Identify the few (20%) downstream processes that are

most (80%) affected by the problem

Improve the upstream processes and measure the effect on the down stream processes.

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Problem Context Diagram - Rules

___________________________________________________________________________________________________________________ SALESNET Guidelines for selecting priorities: • Do prejudge the reasons giving rise to the problem

• Identify the process that directly delivers the problem (or where the problem is seen) if many, then the main one

• Identify processes that are upstream of the problem process

• Identify the processes downstream that are affected by it

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3. Consensus Decision Making

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What goes wrong?

For a project to be successful all people involved must want to

participate.

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WHAT STOPS US

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3 Consensus Decision Making

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Research by Jack Gibb

Reasons for Project Failure

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3. Consensus Decision Making

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Work hard to communicate what has to change:

• Include as many colleagues as is realistic within the decision making processes

• Create mechanisms for feeding outcomes back to represented groups

• Listen to what all parties have to say – equally • Apply a final decision rule • Use supportive behaviour to counter defensiveness

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GIBB'S Categories of Defensive & Supportive Communication Behaviours

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EVALUATION: • Judgmental statements indicating a lack of regard for the other. subtext. "I don't value you.“ • responses: counterattack, justification, defensiveness, abandon, communication

DEFENSIVE SUPPORTIVE

DESCRIPTION: • Neutral statements describing the behavior, giving it context and reporting its impact on you. "When you put me down in front of others, I feel humiliated.“ • supportive language: "I” factual vs. inflammatory language

CONTROL: • Speaker imposes solution(s) without regard to the needs or input of the other. • subtext "I know better than you what you need."

PROBLEM-ORIENTATION: • Collaboration on a solution that is satisfactory to both. • win-win supportive language: asks instead of Tells responses: sabotage, resistance "What do you think?"

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GIBB'S Categories of Defensive & Supportive Communication Behaviours

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STRATEGY: • Manipulation subtext., "I don't trust you or our relationship enough to be direct.“ • responses: resentment, resistance

DEFENSIVE SUPPORTIVE

SPONTANEITY: • (honesty) Direct communication with no underlying agenda

NEUTRALITY: • Indifference to speaker's plight. subtext 'What is going on with you doesn't matter to me." • responses: resentment, hurt, defensiveness

EMPATHY: • Verbal and nonverbal displays of support. • supportive language: reflective listening, paraphrasing

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GIBB'S Categories of Defensive & Supportive Communication Behaviours

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SUPERIORITY: • Speaker reminds you frequently of her perceived greater status. subtext "I am someone. You aren't." • responses: delight in speaker's failures

DEFENSIVE SUPPORTIVE

EQUALITY: Speaker may have greater talents, but communicates that she sees you as having equal worth as a person

CERTAINTY: • Sees one way: MY WAY! Has low tolerance for disagreement. subtext "I'm right, you're wrong." • responses: debate, delight in proving speaker wrong

PROVISIONALISM (flexibility): •Would rather investigate than debate. Acknowledges others' views. • supportive language: "perhaps" "maybe" "This is how I see it." questions

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Summary

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1. Value Proposition Statement – capture the essence 2. Problem Context Diagram – find the root causes 3. Consensus Decision making – do it together

Sandra Whittingham | Director | www.salesnet.ltd.uk

[email protected] | 020 8334 4251

___________________________________________________________________________________________________________________ SALESNET

Three Business Process Improvement Tools to Improve Planning Outcomes

TELEPHONE: 020 8334 4250 FAX: 020 8334 4297 EMAIL: [email protected] ADDRESS: SalesNet Ltd 32 Falstaff House, Bardolph Road, Richmond, Surrey, TW9 2LH, UK

SalesNet Business Process Improvement