Pulse - Performance Management Framework (Proposal) for Adaptive Organisations
Download as PPTX, PDF2 likes397 views
The Pulse Performance Management Framework focuses on aligning organizational purpose with customer needs, emphasizing engagement, leadership development, and a culture of continuous learning. It advocates for service design that responds to customer demands and agile adaptations to changing needs. The framework underscores the importance of measuring success through value delivery and fostering a human-centered environment for employees and customers alike.
Pulse - Performance Management Framework (Proposal) for Adaptive Organisations
- 1. PULSE PERFORMANCE MANGEMENT FRAMEWORK Ed Curley
- 2. Purpose • Why do we exist as an organisation? • How do we measure success? • What are our Key Measures based on our Purpose? Understanding • Do we understand our customers and what the Value? • Do we fully understand how we deliver customer value? • What is our value • proposition? Learning • Are we creating a ‘deliberately developmental’ culture? • Do we effectively support social and informal learning? • Do we support generative conversations about performance? Leadership • Are we a leading organisation that others look to? • Are we developing our leaders for the challenges of the future? • Are we Human Centred? Service Design & Delivery • Do we view what we do as a service to our customers? • How do we develop our external and internal facing services? • How well do we respond to changing customer needs are we agile enough? Engagement • Do we engage regularly with our customers to understand their needs? • How do customers experience our services? • Who are our key delivery partners, how do we engage with them? PULSE (Pull Services) Performance Management Framework P U L S E PULSE (Pull Services) Performance Management Framework This proposal is based on the premise that an organisation provides Services congruent with its Purpose, customers ‘pull’ these services as they require them. Services are designed and delivered to customers based on a thorough Understanding of customers (internal and external) needs gained thought effective Engagement. Measures of success are designed around delivery against Purpose and customer value. Leadership and Learning underpin the effective development and delivery of services against Purpose. A ‘Deliberately developmental’ learning culture – (An Everyone Culture: Becoming a Deliberately Developmental Organization, Robert Kegan and Lisa Laskow Lahey et al) and an Agile approach ensures that the organisation learns to adapt services in response to changing customer needs. Copyright© 2017 Ed Curley
- 3. Purpose Why do we exist as an organisation? How do we measure success? What are our Key Measures based on our Purpose? Understanding Do we understand our customers and what they Value? Do we fully understand how we deliver customer value? Do we fully understand our core processes and systems and how they provide customer value? What is our Value Proposition? Learning Are we creating a ‘Deliberately Developmental’ culture? Do we effectively support social and informal learning? Do we support Generative conversations about performance? Leadership Are we a leading organisation that others look to? Are we developing our leaders for he challenges of he future? Are we Human Centred? Service Design & Delivery Do we view what we do as a service to our customers? How do we develop our external and internal facing services? How well do we respond to changing customer needs are we Agile enough? Engagement Do we engage regularly with our customers to understand their needs? How do customers experience our services? Who are our key delivery partners, how do we engage with them? PULSE (Pull Services) Performance Management Framework Personal Performance & Development Agreement P U L S E
- 4. Purpose •Systems Thinking •Freedom from Command and Control •Outcomes Based Accountability •Trying Hard Is Not Good Enough •Focus: The Hidden Driver of Excellence Understanding •Value Proposition Design •Value Stream Mapping •Design a Better Business: New Tools, Skills, and Mindset for Strategy and Innovation Learning •Social Learning •70.20.10 towards 100% performance •An Everyone Culture •Generative Conversations Leadership •Servant Leadership •Intent Based Leadership •Emotional Intelligence •Humanise: Why Human- Centred Leadership is the Key to the 21st Century Service Design & Delivery •Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage in Human Consciousness •Service Design •Agile organisations The Agile Organization: How to Build an Innovative, Sustainable and Resilient Business Engagement •Jobs to Be Done: Customer-Centered Innovation •The Customer Experience Book: How to Design, Measure and Improve Customer Experience in Your Business •Service Design for Business: A Practical Guide to Optimizing the Customer Experience PULSE (Pull Services) Performance Management Framework P U L S E
- 5. 2. What do our customers/services users need from us, what Opportunities are we seeking to create for them (Statement of Understanding of Customer Needs)? What do our customers value? 1. Our Organisational (Orgnisational Purpose Statement)- our Outcomes or Impact that we are seeking to have/achieve? What difference do we want to make in the lives of our customers/service users? 4. About me, what is my role? What is Important To Me in my role? What is Important For Me in my role? (Individual Purpose) – (this will be developed into a Personal Purpose Statement) 6 These are the (Leadership) opportunities my role presents This is how I could improve my role and in my role to improve services to our customers. (Service Design & Delivery) 7. These are the Skills I want to develop (Learning). This is/ these are the methods of learning that I believe best suit my learning style? 8. Who could help me to be successful and develop in my role? Who could I ask to be my mentor? Who could I mentor? (Learning) 9. This is how often I would like to have a conversation with my manager and or my team about our/my progress. (Learning) 10. This is how often I would like to have a discussion with my customer about out team/ my progress. (Engagement) (face-to-face discussions with customers) Copyright© 2017 Ed Curley 3. What is the purpose of my team in meeting our customers Needs (Team Purpose Statement)? What are our key success measures? 5. How do I support my, Team Purpose, what are my key Activities and Outputs in support of this? This is what success in my role looks like, these are my key measures of success. (Understanding)? P P P U L L L L S E PULSE (Pull Services) Performance Management Framework Personal Performance & Development Agreement P U L S E U
- 6. Organisational Purpose Systems & Services Perspective User Value Service Design & Delivery Team Purpose Systems & Services Perspective User Value Service Design & Delivery Individual Purpose Systems & Services Perspective User Value Service Design & Delivery Organisational, Team, Individual PULSE (Pull Services) Performance Management Framework P U L S E
- 7. Purpose Customer Demand Service Design Thinking Learning Culture Mastery Effective Leadership Community Simplified processes Talent Management Team working Autonomy Outcomes Focused PULSE (Pull Services) Performance Management Framework P U L S E
- 8. Purpose Motivated Culture Alignment, clarity, focus, autonomy, ownership, meaningful work…
- 9. Systemic PULSE (Pull Services) Performance Management Framework P U L S E
- 10. Demand, Value and Systems Focused PULSE (Pull Services) Performance Management Framework P U L S E
- 11. PULSE (Pull Services) Performance Management Framework P U L S E Understand Customer Demand Service designed to meet Value demand Front line skills Pull specialist services as required Measures based on delivery of Value, Not activity Front line skills Minimise Failure demand Front line skills Pull specialist services as required Demand & Service Design Understand Demand; Type, Frequency, Predictability.
- 13. Generativity Generative capacity; capacity to challenge guiding assumptions …, to raise fundamental questions regarding that which is 'taken for granted' and thereby furnish new alternatives for action PULSE (Pull Services) Performance Management Framework P U L S E
- 14. Co-active ‘being in action together’ or more appropriately - ‘being together in action’. PULSE (Pull Services) Performance Management Framework P U L S E
- 16. “in front of the new complexity of business, the only solution is the interplay, how the parts work together. The connections, the interactions, the synapses. It is not the skeleton of boxes, it is the nervous system of adaptiveness and intelligence. you could call it cooperation. Whenever people cooperate, they use less resources”… Yves Morieux - 6 Simple Rules
- 18. Reality and relationships are socially constructed Organisations are meaning making systems Language, broadly defined, matters Creating change requires changing conversations PULSE (Pull Services) Performance Management Framework P U L S E
- 19. Human Centred Leadership Create an environment where people can grow, develop and become their best selves. PULSE (Pull Services) Performance Management Framework P U L S E
- 20. Support social learning and knowledge sharing
- 22. Conversations that Matter Engage through conversation, timely, thought out, (how will this help the recipient) strengths focused…. PULSE (Pull Services) Performance Management Framework P U L S E
- 23. Conversations with Customers, Departments, Teams and Individuals Focus on “what matters” Customer What do our customers want from us, do we know? What is our ‘Value Proposition’? Clarity Purpose this is our WHY! Our Performance Measures are Purpose derived? Our Values are aligned with our Purpose? Our decisions are aligned to our Values? Capability We have the systems, structures, strategies and skills to deliver our Purpose? We have matched the capabilities of our systems against customer demand? Capacity We have the right resources in the right place? We have developed measures of capacity against customer demand? Control We have devolved control to the people doing the work? We are building a TRUST based culture? People feel confident and supported to make decisions? Commitment Everyone in the organisations ‘Walks Our Talk’ , we demonstrate our commitment to our Values. We make Values based decisions?
- 24. Team of Teams Self-directing, Autonomous, Responsive, Collaborative, Continuously Learning, Adaptive, Agile PULSE (Pull Services) Performance Management Framework P U L S E
- 25. What do your people do? Jobs to be done! Go and find out!! PULSE (Pull Services) Performance Management Framework P U L S E
- 26. Workers themselves are best placed to make decisions about how to perform their work… Peter Drucker PULSE (Pull Services) Performance Management Framework P U L S E
- 27. Not Soft! Customer, Clarity, Control, Capability, Capacity, Commitment = Correct Outcome PULSE (Pull Services) Performance Management Framework P U L S E
- 28. Measure What Matters! Outcomes and impact… Use activity measures for capability and capacity estimating PULSE (Pull Services) Performance Management Framework P U L S E
- 29. Aim small miss small…. Don’t try to do it all overnight, build on small successes, Roll in not Roll out… remember roll other areas of the business ‘in’ to your success; don’t ‘roll out’ yet another initiative! … PULSE (Pull Services) Performance Management Framework P U L S E
- 30. “We started working with different countries and discovered that the problems are the same. The message every time is to start again from the patient perspective and simplify the systems.” Jos de Blok, Buurtzorg founder PULSE (Pull Services) Performance Management Framework P U L S E