Operational Transformation: Mal Poulin March 25, 2010

Operational
Transformation
Mal Poulin
March 25, 2010
Solutions That Perform™

Page 1| 03/26/2010| Copyright © 2008 RWD Technologies, LLC. All rights reserved.
Initiative Chaos
70% of Initiatives Fail to Meet Their Intended Objectives
•New Competitive Information
•New Product Launches

•
•New State/Federal Regulations
•Mergers/Acquisitions
•Reductions and Belt Tightening

•
•Business Process Changes
•
•New Equipment
•
•Software Implementation
Solutions That Perform™ For internal use only 26/03/2010 2

Executing the Strategy
Accelerated
Processes
Pe
e
rf o
ng
rm
ha
sc
er
en
s
ine
ab
s
led
Bu
Accelerated
Methods and Tools

Why Initiatives Fail
8% Capacity
11% Skill & Knowledge

35% Information
6% Motivation
14% Incentives
26% Resources

RWD Initiative Clarity™
A Model for Accelerating Successful Execution

Triggers: Visible Signals of Need
•New Executive announcement

–CIO, CLO, VP of…
•Purchase of an ERP system
•Outsourcing or insourcing of a
business function
•M&A activity
•Others?

Need: Successful “Go-Live”

Successfully Bridge the Gap

How do I Beat the Odds?

The Clarity Framework
Solutions That Perform™ For internal use only 03/26/2010 10

Case study
 What is the REAL business need?

Improving the Talent Curve
The Gap
New Standard
22% for low-complexity work
31% for mid-complexity work
52% for high-complexity work
•
The more complex the
Percent of workforce
environment, the larger the

gap and the higher the
potential for return
•
Level of performance
Minimum Standard Exemplary
© 2006, 2007, 2008 Exemplary Performance, LLC.
Performance Chain
Performance
People To That That
are perform produce achieve
equipped tasks outcomes Goals
Analysis
Determin Determin
e Analyze e Define
influence tasks outputs success
s of value

Integrated Job Performance
Improve and Sustain

Optimize Your Employee Performance to
Drive Positive Business Results
 Employees drive our business and business results. In today's

economy, it is more important than ever to identify and act on
performance gaps.

 “Time is money.”

 Wouldn’t it be great if we could determine exactly what our

employee performance is, could develop and deploy the exact
content to support it, and manage that learning and
performance support exactly as we need?


Performer Consequences?
Performers
New rules?
New Process?
New Decision Factors?
New things to Do?
New ways to Perform?

Who Owns the Answers?
SME Performers
Content New rules?

Context New Process?
What’s Changed New Decision Factors?
Intended Impact New things to Do?
New ways to Perform?

Intent of Knowledge Transfer?
SME Performers

Response Times Demanded by the Business
Event
Response Training
Complete
2 to 3 Months
Training Performer
Need Prepared
2 Weeks
Performer
Prepared
2 Days
Performer
Prepared
2 Hours
Performer
Prepared

How Do We Get There?
Instructional Instructor
SME System
Training Learning
Designer Technologist
Liaison
Performers

How Do We Get There?
SME Performers
Tr iais
n al
ai o
i o
L
t ing
ruc m
ni n
st
In yste Learn ogist Instru
ng
S gner nol ctor

i Tech
Des
Sustaining Learning and Performance

Identify
Learning Needs Learning Styles Infrastructure

 Process  Classroom  Classroom
 Transactions  Traditional  Network
 Data  Virtual  Collaboration
 Self directed
 Point-of-need
 Collaborative
Performance Gaps Employee Adoption Subject Matter Experts
 Anecdotes  Application usage  Process owners
 Opinions  Compliance  ‘Super Users’
 Objective data  Proficiency  Best practitioners

Develop
Learning Materials Performance Support Standards

Content
 Classroom  Job aids  Uniformity
 Traditional  Relevant to process  Comfort
 Virtual and task  Ease of
 Practice development
 Sandbox
Formats Contexts Languages

 Instructor led  Business unit  Localized
 Online learning  Business process  Systems
 Online support  Language  Business
 Interactive  Role

Deliver
Context Sensitive Performance Learning Modes

Help
 Right when and
Support Site
 Repository for  Traditional CR
where needed all content  Virtual CR
 Related to  Organized as  Blended
current action needed  Self-paced
 Reliable
Curriculum Integration Learning Management Collaboration

 Role based  Content  Platform
 Task based  Curriculum  Network
 Business based  Reporting

Best Practices
Learn on the job Multiple modes

Use all resources Regular business activity
Collaborate “Take the pulse”
Support learning Develop once

Support performance Publish many times
“Tight ship” Rapid, real-time, relevant

RWD Learning and Performance Platform

Executing the Strategy
Accelerated
Processes
Pe
e
rf o
ng
rm
ha
sc
er
en
s
ine
ab
s
led
Bu
Accelerated
Methods and Tools

Sustainment Strategy Components
Governance Strategy and Structure Business Goals

Business
Enabling Managers to Manage ERP Program Management
Process Ownership and Management

Continuous Improvement / Communities of Practice
Processes
Lean Process ImprovementOrganizational
for ERP Design and Management of Changes
On Going Learning Super Users On Going Communications

People
Organizational Capabilities and Alignment
IT Organizational Alignment Master Data Maintenance

Enabling Technology
Help Desk Process and Structure

The offer……
 Assessment capability
 Subjective
 Sustainment Assessment Survey
 Objective
 Employee Performance Reporting


Operational Transformation: Mal Poulin March 25, 2010

Загружено:

Сведения о документе

Оригинальное название

Авторское право

Доступные форматы

Поделиться этим документом

Поделиться или встроить документ

Параметры публикации

Этот документ был вам полезен?

Это неприемлемый материал?

Авторское право:

Доступные форматы

Operational Transformation: Mal Poulin March 25, 2010

Загружено:

Авторское право:

Доступные форматы

Operational

Solutions That Perform™

70% of Initiatives Fail to Meet Their Intended Objectives

•New Competitive Information

•New Product Launches

•Reductions and Belt Tightening

Solutions That Perform™ For internal use only 26/03/2010 2

Solutions That Perform™

11% Skill & Knowledge

Solutions That Perform™

A Model for Accelerating Successful Execution

•New Executive announcement

Solutions That Perform™

Solutions That Perform™

Solutions That Perform™

Solutions That Perform™

Solutions That Perform™ For internal use only 03/26/2010 10

 What is the REAL business need?

Solutions That Perform™

environment, the larger the

Solutions That Perform™

Improve and Sustain

Solutions That Perform™

 Employees drive our business and business results. In today's

 Wouldn’t it be great if we could determine exactly what our

Solutions That Perform™

Solutions That Perform™

Content New rules?

Solutions That Perform™

Solutions That Perform™

Solutions That Perform™

Solutions That Perform™

S gner nol ctor

Solutions That Perform™

Learning Needs Learning Styles Infrastructure

Solutions That Perform™

Learning Materials Performance Support Standards

Formats Contexts Languages

Solutions That Perform™

Context Sensitive Performance Learning Modes

Curriculum Integration Learning Management Collaboration

Solutions That Perform™

Learn on the job Multiple modes

Support learning Develop once

Solutions That Perform™

Solutions That Perform™

Solutions That Perform™

Governance Strategy and Structure Business Goals

Process Ownership and Management

On Going Learning Super Users On Going Communications

IT Organizational Alignment Master Data Maintenance

Solutions That Perform™

Solutions That Perform™

Вам также может понравиться