Jana Werner and Barry O’Reilly have a great case study and commentary of transformation at a couple organizations, primarily a bank. I was lucky enough to get Jana on for an interview on Software Defined Talk, talking about the case, information theory, and Nietzche. It should be in the podcast feed next week.
Here’s some of my highlights:
- “In one Financial Services organization we’ve been able to implement an increase to contactless card payment limits in days where the previous increase took months. We stood up a work from home solution for call centre staff, automated processes and relieved pressure on teams having to manually capture customer data over the phone in 3.5 weeks—a record for service delivery and a credit to the teams and individuals who made this possible.”
- Focus on the outcome, not following the process, or working a lot: “The subtle yet powerful shift to outcome-based measures of success — reducing and resolving customer issues — over traditional output-based deliverables of being on time, budget and scope had a pronounced impact on productivity and employee satisfaction.”
- When the meeting (the bureaucracy) becomes the product: “Slide decks, paper proposals and steering group sessions all take a significant investment to prepare, avoiding “difficult” conversations by socializing and re-socializing in advance of exec meetings, deferring decisions, requesting a raft of meeting minutes to document, correcting, amending and signing them off—the majority of which few people read.”
- This effects how the entire organization runs, and, indeed the pace of delivery: “The speed of these cycles determines the heartbeat of the organization.”
- Management starts asking different questions: “Responses can now shift post-release from ‘How could you have got this wrong?’ to ‘What is our next best action?’ Seeing how shipping smaller slices allows us to iterate, also means leaders can set direction and monitor metrics over setting targets and failing anything but perfect results.”
- Often, management has failed to build a system (vision, strategy, norms, “culture,” etc.) that makes staff’s job clear. That’s a problem! “Test your strategy cascade methods to maintain the clear purpose, problems and outcomes teams are working towards. Ask teams if there’s a clear line of sight between the objectives, and how their work contributes to achieve your shared success. If they can’t see it, fix it. Maximising both organizational alignment and autonomy can be the biggest accelerant for sustainable pace, employee engagement and amazing customers experiences.”
- And: “The biggest hurdle to change is people not believing it’s possible.”
There’s a lot good in there. Check out the case study.