Public schools presentation

Strategic Intent and Communication Tools
To Meet Customer Performance Requirements
Joseph R. Hudson
jrhudson@hudgroup.com

Strategic Action Planning
 Agreeing to the projects and initiatives needed to
achieve the strategic objectives
 Making the link between those projects and
initiatives and corresponding processes
 Analyzing the processes to be improved to
achieve the strategic objectives

Improved results requires changing a process.
It’s all about results…

Hudson Strategic Group

Implementing the Strategic Plan
 Strategic planning calls for different and
improved results with respect to the
organization’s core work.
 Strategic outcomes demand strategic process
changes.
 Effecting organizational change requires process
change.
 Cross-functional process change requires cross-
functional project teams.


The Time is Right for Cross-
Functional Process Improvement
 Implementing a Balanced Scorecard
 Documenting departmental procedures and
processes
 Utilizing other assessments as a organizational
change catalyst
 Changing external requirements


What is a Process?
Process
Input Completion
Requirements Criteria
Outputs
Inputs Processes (Results)
Meeting Requirements Value Creation Steps With Valuable
Attributes

Satisfaction
Criteria

Deliverable
Usability
Reoccurrence
Prevention Feedback Criteria

Criteria Usability & Problem Solving
 New Requirements

External Internal
Feedback Feedback

Any ACT of Creating Value

Processes are EVERYWHERE
 Functions are about “Being”
 Processes are about “Doing”

“ To tell a manager about processes is
like telling a fish about water. ”

“ There is no product and/or service
without a process. Likewise, there is no
process without a product or service.”


Which BCS outcome measures are the
most predictable and why ?


Why is it important to focus on
Cross-Functional Processes?
 All work results are produced by the
processes used.
 Processes are functional and cross-
functional.
 A focus on processes will permit better
analysis and control.


A Focus on Cross-Functional
Processes can be a Powerful Tool
Strategic Benefits
 Ability to execute strategies to achieve student success.
 Higher customer retention.
 Realize the customer value proposition.
Stakeholder Benefits
 Greater customer satisfaction.
 Differentiated services.
 Lower service delivery cost.
Operational Benefits
 Lower direct costs.
 Better use of assets.
 Faster cycle time.
 Increased accuracy.
 More added value.

Identifying and Understanding
Cross-Functional Process
 Begins outside a department and ends outside the
department with the customer.
 Utilizes customer requirements.
 Uses inputs and specific steps to convert inputs into
outputs.
 Evaluates if outputs of the process are usable as
determined by the customer.
 Evaluates overall process effectiveness and usability
for employees and end users.
 Utilizes feedback for continuous process
improvement .


Identifying Objective and Process
Ownership
 Begin with a Balanced Scorecard objective.
 Identify cross-functional process(es) that are
used to produce that objective.
 Determine the attributes that make the
objective strategic.
 Determine the key functions that are involved
in the process in order to achieve the
objective.
 Select an owner from the key functions
involved.


Process vs. Function Owners

 The Process Owner is Responsible for Doing
The Right Thing: Results for Customers

 The Function Owner is Responsible for Doing
the Thing Right: Resources and Rules

Senior Leaders are Usually BOTH
Process Owners and Function Owners


The Good, the Bad & the Ugly
 “Good” Transactions are PROCESSED ROUTINELY by
the existing process with minimum outside intervention and
shortest cycle time.
 “Bad” Transactions are those which are NORMALLY BAD.
They require exception processing, but only suffer from
known problems which can be addressed by known
solutions - longer than normal cycle times.
 “Ugly” Transactions are those which are NOT HANDLED
within the existing process and require outside intervention
or assistance. They have very long cycle times - often not
tracked or monitored.


Use Transaction Cycle Times to
Target Improvements
Number of Transactions

“Good” Transactions

“Bad” Transactions
“Ugly” Transactions

Short Very Long
Actual Cycle Times (ElBCSed Time to Complete)


Transactions-Empirical Data

THE GOOD, BAD, and UGLY
Number of Transactions

283
300
250
200
150 112
100 67
50
0
1-60 days 61-120 days 120+
Total of 462 unique Quality Ranges
events

Strategic Action Planning –
Assignments
Example: Cross-Functional Process “A”
Start
Inputs
Follow BCS Rules
Schools

1 2 9
YES

Rule
Staff
C&I

3 4a 7a
Rule NO
Purchase

YES

Rule
YES 4 7
“Swim Lanes”

NO
Legal

5
Rule Departments Own
HR Support Tasks
Mgmt

YES
6
Hr or IT

8

2a
SRT

Assign a Lead for Strategic Actions
Finance

10a 10
Related to Process “A”
END

Outputs
Hudson Strategic Group (Results)

Functional vs. Process Focus
Functional Focus Process Focus
• Employees are the problem. • The Process is the problem.
• Doing my job. • Help to get things done.
• Measuring individuals. • Measuring the process.
• Motivate people. • Remove barriers.
• Controlling employees. • Developing people.
• Don’t trust anyone. • We are all in this together.
• Who made the error? • What allowed the error to occur?
• Correct errors. • Reduce variation.
• Bottom-line driven. • Customer driven.
• Inherently values stability. • Inherently values flexibility


BCS Approach to Process
Improvement
2005
• Create standards,
2006
guidelines and tools
for regulation, policy • Completion of
and procedures. departmental
• Creation of BCS regulation, policy and
procedures. 2007
Methodology for
Process Improvement. • Selection of key • Continue to address
• Establish process improvement District priorities and
prioritization of work projects to be key areas.
based on strategy, executed for the
Deloitte District.
recommendations and • Implement project
District priorities. teams to address
process initiatives and
action plans.


BCS Process Improvement Methodology

Phases
Planning & Execution &
Initiation Closing
Analysis Monitoring

Create Project Create Project Plan
Project Build Project Solution Present Project
Management Charter and WBS
Solution

Organize for Collect Data and
Process Validate and Continuous
Improvement
Process Document Complete Implementation
Detailed Analysis Redesign Improvement
Improvement

Create Change &
Change
Create Sense of Communications Execute Change Management Plan Monitor Progress
Management
Urgency Strategy

Deliverables
Approved Project Approved Project Approved Project
Implemented Project Solution
Charter Plan & Budget Closure Report


Process Management – Next Steps
 Form a Senior Management Process Owner Steering Committee
(Send a Message)
 Assign permanent, middle management, cross functional teams to:
 Review data in specific areas, present data (organized &
formatted) to senior leaders.
 Make process improvement action recommendations to the senior
council. (no function specific presentations allowed)
 Empower cross functional teams to create cross functional action
teams (as needed – short lived) to engage functions in projects to
improve processes.
 Integrate implications into operational planning and resource planning
 Modify your communications strategy and plan to inform internal and
external customers of their role


Why a Senior Team should focus
on Process Improvement?
 The BCS staff needs to know that process
management matters to you because they already
know that results matter to you.
 You need them to believe in process management so
that results can be achieved consistently and
systematically rather than unreliably through heroic
efforts.
 You need them to be able to sustain and improve the
results without your direct involvement.
 You need them to render the whole system visible –
available to be examined, criticized, and improved (get
it out of people’s heads and down on paper).


Establish a Process Improvement
Infrastructure
What How Who
(Recommended Management System)

Mission/Vision Market / Data Analysis Leadership
(Purpose) w/ School Board

Strategic Plan Goals & Objectives Sr. Mgmt Team (Cabinet)
(Strategy Map) (w/Lagging Indicators) Management Steering
Committee
Initiatives & Processes for Middle Management
Programs Delivery
(Strategic (Change Management) Permanent Performance
Actions) Improvement Team(s)

Tactics Activities
Line Management
(w/Leading Indicators)
Chartered Project
New Tasks Changed Tasks Teams (Six-Sigma
and Other)

Results Skills & Abilities Associated with Individuals,
(Source of (New or Improved Systems, and Jobs
Measurement Data) Capabilities)

Implementing the Strategic Plan
 Strategic objectives call for different and
improved results.
 Improved results demand strategic process
changes.
 Cross-functional process change requires cross-
functional project teams.
 Leadership and Ownership are required at each
step.


Strategic Action Planning
 Analyzing the strategic objectives to determine
what processes must be improved to achieve the
objectives.
 Assigning ownership for the processes and
related objectives.
 Agreeing to the projects and initiatives needed to
improve the processes identified.


Conclusion
 Thank you for your time.
 Any questions?


The BCS Offer Loop
You Are
Where Are We Now?
Here

MAKE
PREPARE “NEW” OFFER OFFER ANALYZE OFFER
Establish Conditions of
Satisfaction
1
DCSS Community
5
Monitor

START Progress

Executive
Strategic Plan

w/Priorities &

Initiatives

2
ACCEPT
Middle Management

FEEDBACK Operational
Organize Resources

Bad Good Measurements
LINE

OFFER
4 Execute
(Mutual
Customers
Promise)

Community
ASSESS DCSS
3
RESULTS EXECUTE
Use the
Deliverables DELIVER
Hudson Strategic Group HSG Confidential © 1996 Hudson Strategic Group
(404) 768-1313 (hudgroup@hudgroup.com)

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