How to acheive Delivery Excellence using LEO approach

1. Delivery Excellence
L E O – An approach

2. Agenda
2
• Problem
• What is done to improve ?
IceCream Maker Re-Cap
• Correlation
• Importance of Delivery Excellence
• How to achieve Delivery Excellence
What are corner stones for Delivery Excellence.
• Steps to implement sustainable change model.
Building a Sustainable Change Model
Problem and Solution
•What is LEO?
•What does LEO Achieve
•LISTEN
•ENRICH
•OPTIMIZE
LEO
Key Take Away
Suggested Approach
Questions

3. ICE CREAM MAKER Story
Re-cap
3
Context - Issue with improving sales of the company(Dairy Cream)
Problems ??
Quality
• Measure of quality . Is it what customers want?
• Is a process or culture?
Work – Do they love working in the enterprise?
Voice – Do employees have a voice in what the
company does.
Excellence – What does it mean to the
employees?

4. What needs to be
improved on.
• Understand that quality is
defined by the customer.
• Excellence is not a task but a
passion to help the ones who
help you.
• As a first step in embracing
quality, the company should
take care of its employees
first – it’s internal customers
• The better a company treats
its employees, the better
they treat its customers. This
is the foundation of quality
• Once a company has
established a motivated and
engaged workforce, the next
step is to focus on the how it
works.
4
Listens to his
employees.
• Talks to his management
and get the funding which
shows his belief.
Gets the employees
Buy in for the new
process to be
implemented.
• Motivates them in every way
as a leader.
Establishes Focus
groups with defined
timelines and results to
be measured and acted
upon.
• Reaches a stage where he
feels confident with what
they have done.
Rolls out a reward
based performance
system to ensure ideas
do not stop coming
through.
How Pete Implements it.
All through he is a very good listener.
Believes that it’s the right approach.
Is passionate about what he believes
First and foremost he asked for help.

5. Corner stones of Delivery Excellence
5
Line of sight
(Customer and their
customer(s) needs)
Quality
(only and primary driving
force behind every
delivery)
Passion Continual Improvement
Delivery
Excellence

6. Correlation
6
•Understanding Customer Needs
both internal and external
•And their Customer Needs
Line of Sight
•Unless employees are passionate
about their work quality will not
be part of their culture
•Make employees feel important
and how important their
contribution is towards delivery.
Passion •Is Defined by the customer
•Should be part of the DNA
Quality
•Productive Paranoia
•Assessment and corrective
measurements
•Continuous Engagement
Continual
Improvement

7. Importance of Delivery Excellence
7
•Microsoft
•Nokia
•RIM
(Blackberry)
•Apple
•Google
•Samsung
•Honda
Traditional Approach
• Not asking what the customer wants but
delivering what they felt the customer
wanted.
Were leaders in Smartphone
segment
•Complacency
•Taking position for granted.
Lost significant market share due
to
Delivery Excellence
•Listen - Delivered on what the customer
wants.
•Enrich-(Customer needs) Great user
Experience
•Continuous improvement.
Current leaders in their segments.
•Built into their DNA
•Known for quality products
•Continuously evolving
Quality

8. 8
How to achieve Delivery Excellence
Built on People Power plus Process power.
Build a sustainable change Model
Get their buy in.
Look at the source of the problems. Learn to Listen.
Collect data and Analyze.
Fix the root cause.
Create a culture of Excellence.
Where quality and excellence are rewarded all time continuously.
A platform for ideas to be voiced out.
Involving your employee
Empower
Make them feel responsible and accountable
Reward and recognize .
Make quality of everything you do.

9. 9
Current
State
Target
State
Sustainable Change
CULTURE
People Power
PROCESS
Process Power
Experiences
new EXPERIENCES
change BELIEFS Beliefs
new BELIEFS
drive ACTIONS Actions
multiple ACTIONS
produce RESULTS Results
positive RESULTS
create new
EXPERIENCES
Building a sustainable change model

10. 10
Understand
•Understand the resistance
to cultural change.
•Also, ongoing cultural
analysis must be done to
measure sustained culture
change.
•Voice of the Customer
(VOC) analysis for
employees
•Counter-measures to
change resistance
identified and
implemented
•Ongoing VOC analysis to
insure cultural changes
are positively affecting the
entire organization
Teach
•Teach all employees the
quality methodology and
tools – based on the VOC
analysis — so that
everyone (all the people, all
the time) plays a role in the
change process and fully
understands. This lays the
foundation for cultural
change by teaching the
principles and behavior
changes necessary for rapid
process improvement.
Apply
•The quality Methodology
•By doing this, they will be
creating new ‘Experiences’
and ‘Beliefs’ that will be
communicated throughout
the organization to change
‘Beliefs’ and ‘Experiences’
of other employees – first
hand accounts of changes
that have been made.
•Completion of projects to
generate results
•Communication that
strengthen ‘Experiences’
and ‘Beliefs’
Communicate
•Keeping all employees
informed by telling them
what is expected of them
regarding organizational
change process and the
progress status helps to
ensure commitment and is
critical to the success of the
change
•It also will continue to
provide new ‘Experiences’
which will change ‘Beliefs’.
In order to achieve a
quality mindset for the
entire organization, all
employees must be headed
in the same direction,
especially since a lot of
these changes will be
incremental, so
communication will need
to be almost continuous.
•Communication plan
•Expectation
•Status update
Revise
•Make revisions where
necessary to management
practices to make sure
they are aligned with the
desired culture
Steps to implement a sustainable change model

11. Problem and solution…
LEO
How to bring in a
sense of
excellence.
How to make
employees feel
passionate
,responsible and
accountable?
How to build
quality into our
DNA?
11

12. LEO – What is LEO?
Listen
•Listening to your
customers
•Internal and External
Enrich
•Enriching the products
and Services your offer
Optimize
•Continual Improvement
•Optimizing
•Process
•Customer Experience

13. LEO – What does LEO Achieve?
LEO doesn’t play the
blame game
Listen to your co-
workers.
Focus on what we do
not results.
Keeps matters simple
and doesn’t disrupt
Operations
Inclusive rather than
exclusive
Objective is to move
towards Perfection
Focuses on
• Basic Needs of a customers.
• Performance
• Excitement.

14. Listen
Listen to the Team ask them?
Listen to your customers or clients.
Listen well.
Understand that quality is defined by the customer.
Find out
• What they want?
• What they need?
Focus on customer’s real needs which are basic .
They do not even ask for that.

15. Enrich
Involve everyone.
Ask for new ideas and innovators.
Think how you can improve you product or service
everyday.
Strong Desire to change on how we do things
Willingness to think out side the box.
An urge to improve everything we do constantly.

16. Optimize
Recognize the price of Failure
Do it right the first time.
Put yourself into a future frame work
Developing a sense of productive paranoia
Instill a sense of perfection in every one on the
team and a passion for perfection every minute of
the day

17. Key Take AwayIs Quality Really the driving force
behind our delivery
•Everyone is responsible for quality.
•Quality is cheaper in the long run
than “good enough”.
Focus on what customers and their
customers want.
Focus on great quality ,service and
teamwork.
Turn what you do every day into
something you love to do.
•Actions that are rewarded are the
things that get done.
Better you treat your employees
the better they treat your
customers i.e. foundation of
quality.
•Create an environment that rewards
creativity.

18. Suggested Approach of LEO – 3 A’s
ACUTE
AUGMENT
APPROACHING
Listen
Gather and
Analyze Data
“Map” the
process.
How to
enhance
Customer
Needs.
Enrich
Focus on the
problem
Fix the cause.
Focus on
Creating Value
Discuss the
Concept(s)
that meet the
customer(s)
needs
Optimize
Identify
,Evaluate and
Implement
solutions.
Test and
Implement
“Future State”
Provide stable
designs that
meet customer
needs.
LEO
LISTEN
ENRICH
OPTIMIZ
E
•Problems that always seem urgent or raging (i.e.,
re-work, errors, defects, omissions, “hardy
perennials,” etc.)
•These are problems for which a permanent
solution must be found and fixes implemented as
quickly and efficiently as possible.
ACUTE
•Excessive time to deliver value to the customer.
(i.e., continuous flow vs. batching, value-added
vs. non-value added work, loop-backs,
etc.). When things don’t go smoothly in the
delivery of a service, the mistakes and delays that
typically occur always cause money and
customers to be lost.
•We look to identify and eliminate overlap and
redundancies and smooth out the work flow.
AUGMENT
• Designs of products and services that result in
high life-cycle costs. (i.e., design-test-redesign
loops, field failures, reliability, etc.). This group of
challenges concerns the future of any
organization.
•We ensure that the development process for
these future products and services are of the
highest quality at the lowest cost and meet or
exceed customer needs, always!
APPROACHING

19. Next steps
Assess Current state
•Surveys
•Focus Group Meetings
•Gather analyze data.
•Prioritize the areas to focus on.
•Acute, Augment ,Approaching.
Future state definition
•Where do we want to be
•Parameters to be measured
•Assessment criteria to be put in
place
Socialize the approach
•Work on a program with L&D
•Train the trainer program
•Roll out.
19
LEO Index Current
state
Future state
Quality
Voice
Ownership
(Accountability)
Empowerment
Assess Current State Define Future State

20. Next steps contd…..
Listen
Enrich
Optimize
20
Listen & Enrich
Immediate
CASE Tools
Quality
Code audit tools
Metrics Driven
Dashboard
Skill Index
Short/Medium
Focus Groups Sessions
Quality -
Identify Issues/ Prioritize
them
Be responsive to opinions
expressed . Communicate
Voice -
Sense of engagement
Short/Medium
Ownership –
Assign owners to
develop a culture
of ownership
Ownership -
Assess them every
week.
Medium/Long Term
Empower the
teams – With
specific Action
Items and Goals
Empowerm
ent
Track them to
closure
Quality
Voice
Ownership
4-6 weeks 3-6 months 6-9 months

21. Long
Term
Optimize
Fine tune
process
Optimize
quality goals
Optimize
Metrics
Work on
Enhancing
the customer
experience.
21
Listen
Enrich
Optimize
Next steps contd…..
Optimizing
Innovation
Product
Process
Member

22. Outputs after each phase
22
•Quality Measurement
•Consistency Process
•Skill assessment
Immediate
•Voice
•Ownership.
Short - Medium
Term
•Empowerment
•Accountability Matrix
Medium - Long
Term
• Code audit tools.
• Consistent – status dashboards (metrics
driven).
• Delivery (Dev/Support) process consistency.
• Skill Index.
• Open communication
• Clear understanding of expectations.
• Sense of ownership.
• Accountability of work assigned
• Quality goals delivery.
• Accountability /Empowerment Index.

23. Framework used for
implementation in each phase
23
Member
Engagement
Current
State
Future state
LEO Index
Voice
Empowerment
Ownership
(Accountability/Responsibility)
Quality
Value-add
Member
Involvement
Member
Ownership
Performance
Based
Framework
Pre-Assessment
Focus Group Sessions
Post Assessment
Management oversight

24. Ecosystem
24
Solutions Group Management
Delivery Excellence Core Group
Change Agents from Each Group
Focus Groups
Customer
Internal/External
TD
HRBP

25. 25
Appendix

26. Mapping of 4 phases to Delivery
Excellence
26
Member
Engagement
•Voice ?
•Listen?
Member
Involvement
•Ownership?
Member
Ownership
•Quality?
Performance
Based framework
•Excellence
Future State

27. Phase 1 Listen & Voice ?
Listen phase Pre-
assessment
•Constitute the core group .
Members from different
programs who would be
the change agents or
enablers.
•Focus group Sessions. Every
week.
•Post-assessment
Align phase
•Problems /Issues identified
•Align it with the future
state goal
•Come up with timelines
What does ownership
mean?
27

28. Phase 2 – Ownership?
What does
ownership mean?
•Get answers to the below
questions?
•Am I empowered
•Am I responsible?
•Am I held Accountable?
What help is
provided?
•Tools
•Process
•Forums
What do I achieve? -
Quality
28

29. Phase 3 – Quality?
What does quality
mean?
•Pre-assessment
•Is it a process?
•Do I believe quality is
important?
How do you
measure?
•Tools
•Process
•Feedback mechanism
What do I achieve?
•Excellence
29

30. Phase 4 - Excellence
Excellence
•Recognizing price of
failure
•Do things right the
first time.
•Ownership
•Sense of quality
How do you
measure?
•Onshore satisfaction
•Client satisfaction
•Member Satisfaction
What do I
achieve?
•Future state.
30

31. Q&A
Thank You