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.
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
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(Pull Services) Performance Management Framework
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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
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11. PULSE
(Pull Services) Performance Management Framework
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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
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14. Co-active
‘being in action together’ or more
appropriately - ‘being together in
action’.
PULSE
(Pull Services) Performance Management Framework
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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
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(Pull Services) Performance Management Framework
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19. Human Centred
Leadership
Create an environment where people
can grow, develop and become their
best selves.
PULSE
(Pull Services) Performance Management Framework
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22. Conversations that
Matter
Engage through conversation, timely,
thought out, (how will this help the
recipient) strengths focused….
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(Pull Services) Performance Management Framework
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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
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(Pull Services) Performance Management Framework
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25. What do your people do?
Jobs to be done!
Go and find out!!
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(Pull Services) Performance Management Framework
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26. Workers themselves are best
placed to make decisions about
how to perform their work…
Peter Drucker
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(Pull Services) Performance Management Framework
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27. Not Soft!
Customer, Clarity, Control,
Capability, Capacity, Commitment
= Correct Outcome
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(Pull Services) Performance Management Framework
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28. Measure What Matters!
Outcomes and impact…
Use activity measures for
capability and capacity estimating
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(Pull Services) Performance Management Framework
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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! …
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(Pull Services) Performance Management Framework
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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
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(Pull Services) Performance Management Framework
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