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Management 2.0 Richard Durnall Head of Delivery - REA Group - PowerPoint PPT Presentation

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Management 2.0 Richard Durnall Head of Delivery - REA Group Friday, 3 December 2010 The important thing is this: To be able at any moment to sacrifice what we are for what we could become. Agenda Charles Dubois Friday, 3 December 2010

  1. “First we build people, then we build cars”. People Toyota Hiring Policies & Processes Competencies & Capabilities Cultural Fit Appetite & Ability to Learn Personal Development Internal Academies & Universities Coaching & Training Friday, 3 December 2010

  2. “First we build people, then we build cars”. People Toyota Hiring Policies & Processes Competencies & Capabilities Cultural Fit Appetite & Ability to Learn Personal Development Internal Academies & Universities Coaching & Training Community Involvement Support for User Groups & Conferences Supports Recruitment Friday, 3 December 2010

  3. “A bad system will beat a good person every time.” Architecture (Structure) W. Edwards Deming What is the purpose of the organisational structure?... Friday, 3 December 2010

  4. “A bad system will beat a good person every time.” Architecture (Structure) W. Edwards Deming What is the purpose of the organisational structure?... To deliver company strategy as e fg ectively as possible. People Architecture Strategy Routines Culture Customer Technology Friday, 3 December 2010

  5. “A bad system will beat a good person every time.” Architecture (Structure) W. Edwards Deming Inside-Out Friday, 3 December 2010

  6. “A bad system will beat a good person every time.” Architecture (Structure) W. Edwards Deming Inside-Out (1) Start at the top. Friday, 3 December 2010

  7. “A bad system will beat a good person every time.” Architecture (Structure) W. Edwards Deming Inside-Out (1) Start at the top. (2) Appoint managers by specialisation. Friday, 3 December 2010

  8. “A bad system will beat a good person every time.” Architecture (Structure) W. Edwards Deming Inside-Out (1) Start at the top. (2) Appoint managers by specialisation. (3) Allocate people to divisions/teams. Friday, 3 December 2010

  9. “A bad system will beat a good person every time.” Architecture (Structure) W. Edwards Deming Inside-Out (1) Start at the top. (2) Appoint managers by specialisation. (3) Allocate people to divisions/teams. (4) Communicate a strategy. Friday, 3 December 2010

  10. “A bad system will beat a good person every time.” Architecture (Structure) W. Edwards Deming Inside-Out X Y Z (1) Start at the top. (2) Appoint managers by specialisation. (3) Allocate people to divisions/teams. (4) Communicate a strategy. (5) Determine performance targets. Friday, 3 December 2010

  11. “A bad system will beat a good person every time.” Architecture (Structure) W. Edwards Deming Inside-Out X Y Z (1) Start at the top. (2) Appoint managers by specialisation. (3) Allocate people to divisions/teams. (4) Communicate a strategy. (5) Determine performance targets. (6) Define the delivery process. Friday, 3 December 2010

  12. “A bad system will beat a good person every time.” Architecture (Structure) W. Edwards Deming Inside-Out X Y Z (1) Start at the top. (2) Appoint managers by specialisation. (3) Allocate people to divisions/teams. (4) Communicate a strategy. (5) Determine performance targets. (6) Define the delivery process. (7) Engage the customer. Friday, 3 December 2010

  13. “A bad system will beat a good person every time.” Architecture (Structure) W. Edwards Deming Outside-In Friday, 3 December 2010

  14. “A bad system will beat a good person every time.” Architecture (Structure) W. Edwards Deming Outside-In (1) Start with the customer. Friday, 3 December 2010

  15. “A bad system will beat a good person every time.” Architecture (Structure) W. Edwards Deming Outside-In (1) Start with the customer. (2) Develop a strategy. Friday, 3 December 2010

  16. “A bad system will beat a good person every time.” Architecture (Structure) W. Edwards Deming Outside-In (1) Start with the customer. (2) Develop a strategy. (3) Design initial processes. Friday, 3 December 2010

  17. “A bad system will beat a good person every time.” Architecture (Structure) W. Edwards Deming Outside-In (1) Start with the customer. (2) Develop a strategy. (3) Design initial processes. (4) Define process metrics. Friday, 3 December 2010

  18. “A bad system will beat a good person every time.” Architecture (Structure) W. Edwards Deming Outside-In (1) Start with the customer. (2) Develop a strategy. (3) Design initial processes. (4) Define process metrics. (5) Structure to support processes. Friday, 3 December 2010

  19. “A bad system will beat a good person every time.” Architecture (Structure) W. Edwards Deming Outside-In (1) Start with the customer. (2) Develop a strategy. (3) Design initial processes. (4) Define process metrics. (5) Structure to support processes. (6) Appoint process managers. Friday, 3 December 2010

  20. “A bad system will beat a good person every time.” Architecture (Structure) W. Edwards Deming Outside-In (1) Start with the customer. (2) Develop a strategy. (3) Design initial processes. (4) Define process metrics. (5) Structure to support processes. (6) Appoint process managers. (7) End at the top. Friday, 3 December 2010

  21. “A bad system will beat a good person every time.” Architecture (Structure) W. Edwards Deming Outside-In (1) Start with the customer. (2) Develop a strategy. (3) Design initial processes. (4) Define process metrics. (5) Structure to support processes. (6) Appoint process managers. (7) End at the top. (8) Adapt & Improve. Friday, 3 December 2010

  22. “A bad system will beat a good person every time.” Architecture (Structure) W. Edwards Deming The customer-centric adaptive organisation is… Friday, 3 December 2010

  23. “A bad system will beat a good person every time.” Architecture (Structure) W. Edwards Deming The customer-centric adaptive organisation is… Customer Focussed Friday, 3 December 2010

  24. “A bad system will beat a good person every time.” Architecture (Structure) W. Edwards Deming The customer-centric adaptive organisation is… Designed Around Demand Customer Focussed Friday, 3 December 2010

  25. “A bad system will beat a good person every time.” Architecture (Structure) W. Edwards Deming The customer-centric adaptive organisation is… Designed Around Demand Business Process Centric Customer Focussed Friday, 3 December 2010

  26. “A bad system will beat a good person every time.” Architecture (Structure) W. Edwards Deming The customer-centric adaptive organisation is… Designed Around Demand Adaptable Customer Focussed Friday, 3 December 2010

  27. “It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change.” Routines Charles Darwin (Processes) Friday, 3 December 2010

  28. “It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change.” Routines Charles Darwin (Processes) Requirements Review & Approve Solution Design Review & Approve Gathering & Analysis Req. Spec. Tech. Spec. (v) 1 Week (e) 4 Weeks (v) 1 Day (v) 2 Weeks (v) 1 Day (c) 4 Weeks (e) 2 Weeks (e) 6 Weeks (e) 2 Weeks (c) 6 Weeks (c) 12 Weeks (c) 14 Weeks Customer (Project Request) Deploy User Acceptance System Build Solution Testing (UAT) Testing (Coding) (v) 1 Week (v) 3 Weeks (v) 3 Weeks (v) 8 Weeks (e) 2 Weeks (e) 3 Weeks (e) 3 Weeks (e) 14 Weeks (c) 36 Weeks (c) 34 Weeks (c) 31 Weeks (c) 28 Weeks (v) Value-Added Time (e) Elapsed Time (c) Cumulative Elapsed Time Friday, 3 December 2010

  29. “It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change.” Routines Charles Darwin (Processes) Requirements Review & Approve Solution Design Review & Approve Gathering & Analysis Req. Spec. Tech. Spec. (v) 1 Week (e) 4 Weeks (v) 1 Day (v) 2 Weeks (v) 1 Day (c) 4 Weeks (e) 2 Weeks (e) 6 Weeks (e) 2 Weeks (c) 6 Weeks (c) 12 Weeks (c) 14 Weeks Customer (Project Request) Deploy User Acceptance System Build Solution Testing (UAT) Testing (Coding) (v) 1 Week (v) 3 Weeks (v) 3 Weeks (v) 8 Weeks (e) 2 Weeks (e) 3 Weeks (e) 3 Weeks (e) 14 Weeks (c) 36 Weeks (c) 34 Weeks (c) 31 Weeks (c) 28 Weeks (v) Value-Added Time (e) Elapsed Time (c) Cumulative Elapsed Time Friday, 3 December 2010

  30. “It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change.” Routines Charles Darwin (Processes) Requirements Review & Approve Solution Design Review & Approve Gathering & Analysis Req. Spec. Tech. Spec. Movement Movement (v) 1 Week Waiting Waiting (e) 4 Weeks (v) 1 Day (v) 2 Weeks (v) 1 Day (c) 4 Weeks (e) 2 Weeks (e) 6 Weeks (e) 2 Weeks (c) 6 Weeks (c) 12 Weeks (c) 14 Weeks Excess Excess Inventory Inventory Customer (Project Request) Deploy User Acceptance System Build Solution Testing (UAT) Testing (Coding) Waiting Extra Features (v) 1 Week (v) 3 Weeks (v) 3 Weeks (v) 8 Weeks (e) 2 Weeks (e) 3 Weeks (e) 3 Weeks (e) 14 Weeks (c) 36 Weeks (c) 34 Weeks (c) 31 Weeks (c) 28 Weeks (v) Value-Added Time (e) Elapsed Time (c) Cumulative Elapsed Time Defects Defects Friday, 3 December 2010

  31. “It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change.” Routines Charles Darwin (Processes) Requirements & Testing Planning Workshops Design & Build (v) 3 Weeks (e) 4 Weeks (c) 4 Weeks User Acceptance (v) 8 Weeks (e) 10 Weeks (c) 14 Weeks Customer (Project Request) Deploy User Acceptance System Testing (UAT) Testing (v) 1 Weeks (v) 1 Week (e) 1 Weeks (v) 1 Weeks (e) 2 Weeks (c) 16 Weeks (e) 1 Weeks (c) 18 Weeks (c) 15 Weeks (v) Value-Added Time (e) Elapsed Time (c) Cumulative Elapsed Time Friday, 3 December 2010

  32. “It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change.” Routines Charles Darwin (Processes) Strategic Leadership Systems Management Theory (Lean Thinking) Operational Management Agile Methods Operational Processes Friday, 3 December 2010

  33. Systems Management Theory The Fifth Discipline - Peter Senge Culture How I Learned to let my Workers Lead - Robert Stayer Command and Control Systems Management Theory Focus Hierarchy Customer Economies of Scale of Flow Managers manage People manage Processes Structure Inside-Out Outside-In Metrics Individual Targets Process Measures Accounting Cost Based Value Based Reduce Downtime Waste View Silo Based End-to-End (Systemic) Optimise Ease of Management Adaptability Culture Maintain Status Quo Continuous Improvement Friday, 3 December 2010

  34. “Any su ffj ciently advanced technology is indistinguishable from magic”. Techology Arthur C. Clarke Friday, 3 December 2010

  35. “Any su ffj ciently advanced technology is indistinguishable from magic”. Techology Arthur C. Clarke Collaboration Tools Friday, 3 December 2010

  36. “Any su ffj ciently advanced technology is indistinguishable from magic”. Techology Arthur C. Clarke Collaboration Tools Back Office Systems Friday, 3 December 2010

  37. “Any su ffj ciently advanced technology is indistinguishable from magic”. Techology Arthur C. Clarke Collaboration Tools Back Office Systems Development Technologies Friday, 3 December 2010

  38. The Customer-Centric Adaptive Organisation The Modern Firm - John Roberts The Case for Change Choices vs. Performance The graph assumes: - A static curve. - A single optimisation (x) (2D simplification of reality) Friday, 3 December 2010

  39. The Customer-Centric Adaptive Organisation The Modern Firm - John Roberts The Case for Change Choices vs. Performance Our choice/performance options change over time due to changing: - Technology - Competitors - Markets - People - Customers Friday, 3 December 2010

  40. The Customer-Centric Adaptive Organisation The Modern Firm - John Roberts The Case for Change Choices vs. Performance There may be more than one optimisation available to us. Friday, 3 December 2010

  41. The Customer-Centric Adaptive Organisation The Modern Firm - John Roberts The Case for Change Choices vs. Performance There may be more than one optimisation available to us. Friday, 3 December 2010

  42. “A bad system will beat a good person every time.” Architecture (Structure) W. Edwards Deming B Y A X Friday, 3 December 2010

  43. “A bad system will beat a good person every time.” Architecture (Structure) W. Edwards Deming Kaizen vs. Kaikaku B Y A X Friday, 3 December 2010

  44. “A bad system will beat a good person every time.” Architecture (Structure) W. Edwards Deming Kaizen vs. Kaikaku Kaizen :: Continuous improvement to eliminate waste. B Y A X Friday, 3 December 2010

  45. “A bad system will beat a good person every time.” Architecture (Structure) W. Edwards Deming Kaizen vs. Kaikaku Kaizen :: Continuous improvement to eliminate waste. B Y A Kaikaku :: Radical overhaul to eliminate X waste. Also called ‘breakthrough kaizen’. Friday, 3 December 2010

  46. “A bad system will beat a good person every time.” Architecture (Structure) W. Edwards Deming Kaizen vs. Kaikaku Kaizen :: Continuous improvement to eliminate waste. B Y A Kaikaku :: Radical overhaul to eliminate X waste. Also called ‘breakthrough kaizen’. Friday, 3 December 2010

  47. Management 2.0 Systems Management in Action Friday, 3 December 2010

  48. Our Values • Collaboration • Innovation • Integrity • Accountability • Passion Friday, 3 December 2010

  49. 2 The Product Managers 3 The Strategic BA’s lead 4 The Executive Producer, Portfolio Manager and Head of 1 The REA Group board create brand plans, working workshops for planned Delivery plan projects and initiatives based on business priority, and Executive Leadership closely with the Executive projects and initiatives, size and delivery capacity. Work is allocated to 90 day plans. Team (ELT) set targets for and Senior Producers. evaluating high-level scope Whilst the current 90 day plan is being executed, analysis, the coming financial year. and leading estimation estimation and planning is taking place for projects and initiatives activities. planned for the following cycle. Brand Plan 90 Day Plan Project Backlog Brand Plan 90 Day Plan Financial Year Plan Scoping & Estimation Brand Plan 90 Day Plan Delivery Capacity Brand Plan 90 Day Plan Project Delivery Project Initiation 6 Iteration Managers and 5 When availability appears Producers work together to in the delivery calendar, new manage the delivery of the work is started. Workshops project or initiative. High- are run to initiate the level time, cost, scope delivery project and transfer changes require escalation. prior analysis. Friday, 3 December 2010

  50. Friday, 3 December 2010

  51. Friday, 3 December 2010

  52. Friday, 3 December 2010

  53. Transforming REA IT Friday, 3 December 2010

  54. Transforming REA IT - Great People (some churn) Friday, 3 December 2010

  55. Transforming REA IT - Great People (some churn) - Cross-Functional Teams (really) Friday, 3 December 2010

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