Discipline makes Daring possible.

Untangling

Untangling

One of the hardest things to get your head around when you first start thinking about your Customer Experience Score, is working out how what you do splits into different activities.   When you’ve always done a bunch of tasks together, it can be hard to see how they don’t necessarily belong together in your Score.

Why does this matter?

Because the last thing you want your people to have to do is to ask themselves the equivalent of  “Hang on, do I play this note or skip it?” every time they play your music.

A musical score doesn’t usually contain optional notes.  You play what you see.   You want your Score to work the same way.

Good questions to ask yourself to disentangle tasks and place them sensibly in your Score are:

“Does this Activity get repeated for the same client?”

“If so, do I do this task every time I do this activity?”   If not, it probably belongs somewhere else, either as a step in another Activity or as an Activity in its own right.

“Where could I put it that would mean it does happen every time?”  Often that’s the next Activity along in the process.

Let’s look at a simple example, setting up a new client.

When I set up a new client, I create a folder for them on my storage system.   That folder contains general information about the client that is going to be useful however many times I work with them in future.

So, my ‘Set Up Client’ activity will involve creating that folder, then populating it with the information I want to keep for that client.

Whenever I start a new project, I set up a subfolder inside the client’s folder to hold information that’s specific to this project.

The only reason I’m setting up a new client is because I’m doing a project with them.  So, at first glance it would be tempting to include setting up the project stuff as part of the ‘Set Up Client’ activity.

But what happens if we do a second project with this client?  Does the person (who is not me) playing this Score start at Set Up Client and repeat unnecessary tasks?   Or have to check whether they have been done already before they carry them out?

It would be better to have a separate ‘Set Up Project’ activity that includes the tasks that apply to setting up each and every project, and restrict ‘Set Up Client’ to only those tasks that are relevant to it.

Now, as a player, I can move from ‘Set Up Client’ to ‘Set Up Project’ seamlessly for the first project, and repeat from ‘Set Up Project’ if we work together again.

I don’t have to think about it, I can just play the notes, without getting into a tangle.

And then what?

And then what?

Following on from yesterday’s post

To create the story of the Customer Experience Score you are trying to capture, start with a question:

“What happens when a client buys this product/starts this programme/signs up for this service…?”.

Make notes of the answer, until there’s a pause.

“And then what?”

Keep asking this question until you get an answer something like: “Nothing, that’s it. That’s the end.”

It will probably take longer than you think, but you’ll have your first draft. And lots more questions.

Picture © Yann Forget / Wikimedia Commons

How to capture a business process: Step 6

How to capture a business process: Step 6

I’ve written quite a bit elsewhere on how to capture a business process. But I left out a step.

After you’ve thought about what the point of your business process is; where it starts; where it ends; what happens through this process; what Roles are involved; what Props are needed and how exceptions should be handled, there is one more crucial thing you need to do:

Have a go.

Your first draft will be wrong.  Mine always are.

Your second draft may well be wrong.  Mine frequently are.

Your third draft may not be quite right.  That often happens to me.

But you can’t find any of that out unless you have a first, second, or third draft to work with.  It’s very hard to follow a process that’s in your head.  Much easier when you see it spelt out as a map in front of you.  That’s true for you and for your colleagues.

This is how great artists work. They sketch, tentatively and hairily at first. to get the idea out of their head into a form they can work on.

I’d even go as far to say feel free to start at Step 3, with the story and just get something down.  Then review it in the light of Steps 1 to 5 to refine what you have in your own head before you present it to others.

When it comes to capturing how things should work for your business, the most important step is to get it out of your head, and into a form that you and others can reason about, re-design and improve.

It will never be perfect, but it will be visible.  Therefore capable of being made better

Like a great artist, keep practicing, keep sketching.

In time, your sketches will look more like finished works.   But they’ll always be valuable.

Practice

Practice

In a crisis, we want people to take responsibility, assert autonomy and agency and act together as a community for a higher purpose.

To prevent that crisis from being hijacked by a subgroup with an agenda.

It helps a lot of we’ve allowed them to master doing all these things first, by practicing them as part of their daily work.

The irony is, of course, that if we did that we’d probably have fewer crises.

Power

Power

As you can see, I’ve started a new book.

I don’t know why, but I find this image from page 3, somewhat chilling.

The Fundamentals of Power (my photo)

But I’m willing to be convinced otherwise.

It’s a lens, not necessarily a fundamental truth.

Wish me luck.

An infinite gamer

An infinite gamer

I listened to a short tribute to Barry Cryer on Friday.  Of course I found it funny.

It was also clear that he was an extremely generous person.   It seems that what he cared about was keeping good comedy going, and he did that by encouraging it wherever he found it.   He laughed at everyone else’s jokes, called his fellow comedians on their birthdays, and rang them also after every radio show he heard to congratulate them on their performance.  He considered every comedian a fellow comedian, even the younger ones who thought him old hat.  He mentored some of them, laughed with and congratulated others.

All I could think as I was listening to the programme was that if you want to know what it actually looks like to play an  ‘infinite game’, you just need to look at the life of Barry Cryer.  Seriously.

Are there too many managers?

Are there too many managers?

That was the question asked on ‘The Agenda with Steve Paikin’ the other day.

Of course it’s the wrong question.

One real question is “How do you build an organisation that takes individual competences and creates an organisational capability”.   In other words, how do you co-ordinate the activities of different people into a consistent,  repeatable business activity?

Another is “How do we create organisations that are as capable of as the people inside them?”.  In other words, how do you make sure that individual capabilities are not stifled/wasted in the process?

If you want your business to achieve its purpose effectively and efficiently, you have to find a way of managing that addresses both of these questions.

Managers are a solution, but they aren’t the only one.  And they may not be the best.

Resilience

Resilience

When I finally worked out what was going wrong with my website last week I was appalled.

It was a miracle I hadn’t felt the consequences much sooner.  Only the fact that the internet is literally a world-wide web, full of redundancy and alternative routes had kept everything working for so long.

That’s because it’s an ecosystem, and in an ecosystem variation and redundancy is actually what keeps it stable over time.

A machine, in contrast, would have simply stopped long ago.

If something wasn’t quite right in your business, would you want it to carry on working, or would you prefer it to stop immediately?

If you want to make sure it carries on, you might want to build in some redundancy, and some tolerance for variation.

Sleep

Sleep

I’ve finally found a way to lose weight effortlessly – get more sleep.

Sadly for me, this isn’t an answer.  I get a good 8 hours a night.   And even that may not be natural.   In the past, getting those eight hours took longer.  People took two sleeps, with a gap between, where they might read, chat, sew, make love or even get up and do stuff.

Industry made that impossible for most people.  For the past 500 years or so we’ve gradually compressed the opportunity for sleep into a smaller and smaller timeframe. Which is of course counter-productive.  Well-slept people are mare productive, and less dangerous to themselves and others.

For all the emphasis on LEAN and reducing all forms of waste, Muri – wasted effort due to overburdening or stressing people, equipment or systems, is the one we consistently ignore.

One of the best ways to reduce it, is to increase the efficiency of our time at work.   Automate drudgery, make sure people know what they are supposed to be doing and why, give them autonomy over how and where they do it.

The reward for the business is increased profit.  A side-effect is more time for everyone – including you.

Universal vs One Size Fits All

Universal vs One Size Fits All

‘One size fits all’ is not the same as ‘universal’.

One size fits all actually fits nobody.  Universal adjusts to fit anyone.

One size fits all starts from the perspective of its maker.   Universal starts from the perspective of its end-user.

When you design your business as a system for making and keeping promises, universal is what you’re aiming for.

Almost by definition that means it has to be human.