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PROCESS VISIONING

PROCESS VISIONING. These slides are intended to support a group through an exercise to develop a vision for their process. They reflect a number of different ways to draw out individual visions, and to begin to pull these together into the basis for a common vision for the process.

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PROCESS VISIONING

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  1. PROCESS VISIONING • These slides are intended to support a group through an exercise to develop a vision for their process. They reflect a number of different ways to draw out individual visions, and to begin to pull these together into the basis for a common vision for the process. • Please also see the slide set on ‘Developing Vision’ • Please do not attempt to use these slides as part of a presentation until you have read and fully understood the relevant sections of ‘Managing by Design’, you know how the slide works, and you are clear on the points you wish to draw out with it.

  2. A Bizarre Thought! The self-correcting nature of our brain Logical links One option emphasised Barrier Alternative opportunities Forced Creativity THINKING Choice Where we are! Where we’re currently heading!

  3. A Bizarre Thought! Where we are! Where we’re currently heading! Alternative opportunities THINKING • Exposing the opportunities

  4. Where we are! Alternative opportunities THINKING Vision • Picking the best ones! Choice Choice Choice Choice

  5. METAPHOR? • Cats eyes • The learning organisation • Box on a box • Thinking Hats • Radar • ...

  6. Opening up Closing down OPTIONS Divergence Expansion Convergence Decision THINKING • The quality of your vision depends on... • ...the quality of your choice, which depends on... • ...the quality of your opportunities, which depends on • ...how well you can identify them OneVision Where we are!

  7. REMEMBER THIS?

  8. ALTERNATIVES:Try this … • In how many ways can we relate the idea of table tennis to the development of IT solutions?

  9. WARNINGS • You will find this uncomfortable, and potentially embarrassing • Some of you will find it more uncomfortable than others - we all have different strengths • Your choices will depend on the quality of options that you identify today • Please go with the flow and support your colleagues through this trying time • Even if we just get one thing that adds a mere 1% onto the quality of where we are heading over the next 3 years - it will be worth £100,000!!!

  10. SO, HOW DO WE GENERATE THE BIZARRE THOUGHTS? • Metaphor • Different viewpoints • Brainstorm • Stretch

  11. GETTING IN CONDITION:The bizarre thought game • Person 1: • Picks a word at random out of the dictionary • Person 2: • Finds a relationship between the word & our process • Person 3: • Builds that relationship into an idea or opportunity • Person 4: • Makes a suggestion about what could be done to take it forward • Person 5: • Picks a word at random… • And so on. Are there any other ways you can think of doing this?

  12. PARADIGM CHALLENGE • In your syndicate groups: • Think through the limits that currently define (your process’s) “Box” - the boundaries which separate acceptable ideas from typically unacceptable or “off the wall” ideas • Use the thinking of the previous sessions, and of the prework, to generate (brainstorm) a large number of ideas that are currently outside of these boundaries • Refine this list into a limited number of ideas that you feel may possibly have some potential or merit • Be prepared to present your conclusions to the rest of the group - there is a prize for the most interesting! • You have 60 minutes

  13. Replace with names • (X = your process) • (Y = your organisation) INPUTS TO SYNDICATE • Thinking about a 3 to 5 year vision: • What is the most dramatic influence X could have over Y in 5 years time? • What potential areas of Y could X influence, and how can X make Y invincible in these? • What sort of proposal from an outside X supplier would make Y outsource its X process? • What in our industry is currently impossible, but if it became possible would set X or Y back to zero? • What would make you as a team the most valuable heads on the X recruiters lists? • How can X make Y make winning decisions in all areas of its management thinking?

  14. Address new market areas Developing productsand processes Provide excellent customer service ? Build leadership in platform technology ? Business from new markets > 34% Reduce production and delivery lead times ? Customer retention > 85% Maximise asset utilisation (incl. IPR) ? Innov. copied by compet'n > 5 p.a. Reduce unit production costs ? Production cycle < 6 days Build effective supplier partnerships ? Asset utilisation > 55% ? Cost of goods sold < 70% Supplier led business > £80m WHERE IS THE LEVERAGE TO REALLY MAKE A DIFFERENCE? Your process • Where is our potential to really transform our organisation? • Using our assets • Modifying our services • Doing something different • Working with others • …? Your organisation’s objectives

  15. GROUP EXERCISEVision Elements • We are going to do a walkround exercise starting with one person to a sheet of flipchart paper, writing down our thoughts on our vision for our process, and then passing on to the paper on our left. • Consider each piece of paper that you pass: • does it spark off a new idea for an inspiring phrase? • do you wish to add to, or amend the phrase? • Do you wish to take an entirely different line? • Use the thoughts and ideas that appeal to you out of the earlier exercises, and that come to you as you do the exercise. Annotate the paper accordingly and pass on to your left. Be alternately outrageous & sensible (build on the ideas you have seen). You are not bound by what you write.

  16. Replace with names • (X = your main competitor) • (Y = your process) • (Z = your industry) GROUP EXERCISEVision Elements • Topics to consider: • The cover of ‘Y Today’ magazine • X’s MD’s reason for dismissing his Y Director • Executive floor toilet talk! • The History of Y in the early 21st Century • ‘Tomorrow’s World’ devotes a programme to Y • …

  17. SELECTING VISION ELEMENTS • When you have passed all the pieces of paper reflect on the phrases you have seen. • Select four phrases or elements which you want to see considered as part of your process’s Vision (explicitly or implicitly): • Two can be relatively conventional (green dots) • Two must be unconventional - stretching us beyond where we are currently into new, but valuable, areas (red dots) • Stick your four dots in the left-hand margin against the elements you have picked.

  18. NEXT STEPS ON VISION • Ponder on the ideas over the next few weeks • Share ideas with others and develop your thoughts • Develop a clearer form of words for our Vision • Look at the implications, and develop the vision further through this • Agree the next steps: • Word-smithing and finalising the vision • Sharing it and using it • Building it into the next QFD & Business Plan

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