Simplerwork Index
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SAP has partnered with The Jensen Group, the premier expert on organizational simplicity, to provide tools and insights from their research. The documents focus on organizational, leadership, and personal/team simplicity. The Jensen Group has surveyed over 350,000 individuals in 4,000 companies to develop their SimplerWork Index which measures how easy companies make it for employees to do their work. Their research shows that most companies perform poorly on making work easy and respecting employees' time.
Simplerwork Index
- 1. © Jensen Group, 2015 Simplicity Project Simplicity Toolkit SimplerWork Index SAP has partnered with The Jensen Group, the premier expert on organizational simplicity to provide you with some of their tools and insights These documents are segmented into three areas of focus... Research Organizational and Leadership Simplicity Personal and Team Simplicity
- 2. from ongoing SEARCH FOR A SIMPLER WAY research by The Jensen Group The SimplerWork Index Making It Easier to Do MoreBetterFasterAll data/findings current as of early 2015. For updates, contact The Jensen Group The Jensen Group • 1 Franklin Place, Morristown, NJ 07960 • USA • 1 (973) 539-5070 email bill@simplerwork.com • http://www.simplerwork.com • twitter: @simpletonbill All content developed by and intellectual property of the Jensen Group © copyright 2014-16, and should be attributed as such TM
- 3. THE NEW VIEW © The Jensen Group, 2014-16 SimplerWork Index 1 (973) 539-5070 www.simplerwork.com It’s pretty simple, really. Of all the gazillions of measures and surveys done at work, hardly anyone ever asks, “Do we make it easy to get your work done?” and “How easy (or hard) is it to get your work done?” For two decades,1 Jensen Group research has been digging deep into issues like these. Yes. Easy matters! 1. Search for a Simpler Way, ongoing study, begun 1992. Earlier research that spawned the Simpler Way study began in the late 1980s We wondered: Could the same approach be applied internally? With employees? We based our SimplerWork IndexTM on the extensive field of consumer research: Companies already reap high returns by making it easier for customers to choose their brand and products....
- 4. © The Jensen Group, 2014-16 SimplerWork Index 1 (973) 539-5070 www.simplerwork.com The New Compass Ease-of-use and reduced-use-of-time are equal to —and sometimes more important than — recognition, compassion, inclusion, rewards, process, strategy, structure, penalties, loyalty and hierarchy in their ability to drive human behavior.1 1. Jensen Group, Search for a Simpler Way, ongoing study, begun 1992: By 1994, ease-of-use and time sensitivity appeared as critical trends within communication. As we expanded our study into all areas of organizational effectiveness, with more than 1,000,000 people in over 35 countries, these trends have only grown stronger.
- 5. © The Jensen Group, 2014-16 SimplerWork Index 1 (973) 539-5070 www.simplerwork.com Why Simple Matters It’s about work: How it really gets done Think about it this way: If your favorite airline truly pampered you, gave you lots of rewards, good deals, perks, privileges and status, and flew to all your favorite destinations — but didn’t make it easy to get where you were going — how loyal would you be to them? How productive would you be? How much of you would you have to change, just to keep using them? Well, the same applies to our work, and the companies that employ us. The design of work has not kept up with the needs of work. In most companies, doing great work is not as easy as it should be. That’s because most everything companies design to get work done is still corporate-centered. In shifting to knowledge and service work — where every teammate’s understanding, clarity, interactions and choices could be the difference between success and failure, or between MoreBetterFaster and not good enough, not fast enough — tools, support, processes and information need to be a lot more user-centered. The Jensen Group has been studying the space where user-centered design also yields better results for the company and their customers. The SimplerWork IndexTM builds simpler companies by understanding the six disciplines that make it a lot easier to get stuff done and deliver business results. NEW COMPASS
- 6. © The Jensen Group, 2014-16 SimplerWork Index 1 (973) 539-5070 www.simplerwork.com SimplerWork Index™ Survey STRONGLY NEITHER STRONGLY AGREE AGREE AGREE/ DISAGREE DISAGREE DISAGREE 1. Competing on Clarity My manager organizes and shares information o o o o o in ways that help me work smarter and faster 2. Navigation In my workplace, it is easy for me to find whomever or o o o o o whatever I need to work smart enough, fast enough 3. Fulfillment of Basics In my workplace, it is easy to get what I need to get my o o o o o work done—right information, right way, in the right amount 4. Usability In my workplace, corporate-built stuff* is easy to use o o o o o *Tools, training, instructions, information technology, etc.; all that is designed to help you do your work 5. Speed In my workplace, that same corporate-built stuff o o o o o gets me what I need, as fast as I need it 6. Time My company is respectful of my time and attention, o o o o o and is focused on using it wisely and effectively ( Six basic measurement categories. Consulting approach uses up to 50 survey questions, plus in-depth interviews )
- 7. © The Jensen Group, 2014-16 SimplerWork Index 1 (973) 539-5070 www.simplerwork.com New View of Work Design 1992 to 1999: Developed Index; Borrowed from the world of consumerism where respect’s impact on the bottom-line had already been proven.Because all consumer research shows that perfecting how they treat you in areas of Clarity/Navigation/ Fulfillment/Usability/Speed/and Time means you will buy more, and stay as a loyal customer! TO DATE, 2015 Surveyed over 350,000 individuals in more than 4,000 companies. Results: Four or more Unfavorable: 65% Four or more Favorable: 20% Competing on Clarity Evaluates manager’s effectiveness in helping individual work smarter and faster 51% favorable Navigation Evaluates company’s effectiveness in helping individual find who or what s/he needs 39% favorable Fulfillment of Basics Evaluates company’s effectiveness in work-oriented communication and knowledge management 39% favorable Usability Evaluates company’s effectiveness in all that it designs to help people get tasks done 34% favorable Speed Evaluates company’s effectiveness in enabling employees to work in a 24/7, ever-faster world 26% favorable Time Evaluates company’s respect for employees’ time as an asset to be invested 12% favorable So What? If you are an executive in a large company (entrepreneurial environments fare much better) with 100 employees... 49 have to go back to their manager again and again to figure out what they’re supposed to do 61can’t find what they need to do their best 61are filling in the blanks for themselves on task/goal-communication 66think their son’s X-Box works better than the tools you supply 74think you are email when it comes pushing speed down the chain of command, and snailmail when it comes to acting on employee feedback 88have been trained by the company to guard their time, or at least to be dubious and have second thoughts or hang back, when asked to give more of it The Index completely changes how you look at productivity, efficiency, and effectiveness
- 8. Time Whether the company respects each worker’s time/attention as assets to be invested wisely Biggest Changes: Equal weight to both requires greatly improved emphasis on user-centered design For most organizations, this will be the biggest attitudinal shift: That time and attention are assets that each individual chooses to invest (or not), and that the value they get in return for their investment is critical to their decision Speed How fast workers get what they need to work smarter, not harder Biggest Change: Equal weight to both requires greatly improved emphasis on user-centered design Usability How easy it is for workers to use corporate-built tools, support, processes, training and dev. Biggest Change: Ditto...Equal weight to both requires greatly improved emphasis on user-centered design Fulfillment of Basics How easy it is for workers to get the right information, the right way, at the right time Biggest Change: Even though the sweet spot gives equal weight to both the worker and the company, to get there most organizations will need to greatly improve their emphasis on user-centered design Navigation How easy it is for workers to find who/what they need Biggest Changes: Far greater information transparency and use of peer-to-peer social networks Compete on Clarity Manager’s ability to tailor information to each worker’s needs Biggest Change: Greatly increase coaching and communication training for managers Sweet Spots1 Go too far in user-centered design and you lose corporate controls, don’t go far enough and you lose efficiencies, speed, innovation and your best talent 0 1 2 3 4 5 6 7 8 9 10 USER-CENTERED CORPORATE-CENTERED Highest levels of individual personal productivity Highest levels of organizational productivity © The Jensen Group, 2014-16 SimplerWork Index 1 (973) 539-5070 www.simplerwork.com1. Sweet Spots are average findings: Actual results may vary for each organization
- 9. “It’s all about making it easier for me to do great work.” © The Jensen Group, 2014-16 SimplerWork Index 1 (973) 539-5070 www.simplerwork.com
- 10. © The Jensen Group, 2014-16 SimplerWork Index 1 (973) 539-5070 www.simplerwork.com Getting Started Changing the conversation among your senior execs, and within your organization, is the most important first step (Self-awareness, evaluation, understanding and discussion what needs to change is where every big change begins) Survey: Use the SimplerWork Index Survey Sample a representative cross-section of your workforce. Just to begin the conversation, can be as little as 100 people Use the New Lens: What are your biggest Aha’s? Truly detailed data-crunching can come later. Right now, just consider: How different is the workforce’s view from the senior team’s? Change the Conversation How could building a simpler company — being far more user-centered in key areas — be a new competitive advantage in the marketplace and in the war for talent? ᕡ ᕢ ᕣ
- 11. © The Jensen Group, 2014-16 Leading Simply 1 (973) 539-5070 www.simplerwork.com ABOUT Mr. Simplicity THE BIO OF A SIMPLETON Bill Jensen makes it easier to do great work. He is today’s foremost expert on work complexity and cutting through clutter to what really matters. Bill has spent the past two decades studying how work gets done. (Much of what he’s found horrifies him.) He is an internationally-acclaimed author and speaker who is known for provocative ideas, extremely useful content, and his passion for making it easier for everyone to work smarter. His first book, Simplicity, was the Number 5 Leadership/Management book on Amazon in 2000. His latest books — The Courage Within Us and Disrupt! Think Epic, Be Epic — reveal the secrets of success through bold ideas and by unleashing your own greatness. His next book is on the Future of Work Bill is CEO of The Jensen Group, whose mission is: To make it easier to do great work. Among the Jensen Group’s clients are Bank of America, GE, NASA, the US Navy SEALS, BBC, Philips Lighting, Chevron, the government of Ontario, Pfizer, Merck, L’Oréal Italia, Johnson&Johnson, Guangzhou China Development District, and the Swedish Post Office. Bill's personal life fantasy is to bicycle around the globe via breweries. • • • 1. Out of clutter, find simplicity 2. From discord, find harmony 3. In the middle of difficulty lies opportunity Albert Einstein Three Rules of Work