Hello again guys, we have had a real busy couple of weeks with several well received articles below. Also the PEX 2016 event has now taken completed.
As usual for the Annual event we had a strong presence (talks, workshops and awards) so hopefully you enjoyed the event. Now to turn our eyes to London (April) and Australia (July) there as well for a terrific networking occasion. See the invites below… …Customer Experience Management… http://www.successfulcustomeroutcomes.net/2015/09/how-do-you-make-customer-experience.html …Customer Journey Maps… http://www.successfulcustomeroutcomes.net/2015/09/customer-journey-maps-in-cul-de-sac.html …Holacracy – Fad or Freedom… http://www.successfulcustomeroutcomes.net/2015/08/holacracy-fad-or-freedom_30.html …Certified Process Professional Level 5 (CPP Masters)… http://www.successfulcustomeroutcomes.net/2015/08/certified-process-professional-level-5.html …Linking Process with Strategy… http://www.successfulcustomeroutcomes.net/2015/08/how-can-you-link-process-with-strategy.html …PEX Week is back… with one mission to accomplish: To empower visionaries across the globe to lead meaningful business transformations http://www.pexweek.com
Do you want to get in the picture? Join us soon at a session in a city near you…
Join us to learn the Secrets of Apples, Googles, Zara, Zappos and Amazons success
Certified Process Professional Masters Champions (CPP-Master) Program
An internationally recognized program with proven track record delivered by been there and done it coaches more than 150 times, in 57 cities with delegates from 108 countries. The program, now in its tenth year, utilizes the BP Groups approaches and framework to help you and your organization win the triple crown – simultaneously reduce costs, grow revenues and enhance service. Producing Immediate and sustainable business results across any industry and sector.
Customer Experience Management (CEM) has become an established strategic objective for progressive organizations. How can we integrate this Outside-In thinking and practice into our own businesses? It is customer centricity… but not as we know it.
Do you want to get in the picture? Join us soon at a session in a city near you…
Join us to learn the Secrets of Apples, Googles, Zara, Zappos and Amazons success
Certified Process Professional Masters Champions (CPP-Master) Program
An internationally recognized program with proven track record delivered by been there and done it coaches more than 150 times, in 57 cities with delegates from 108 countries. The program, now in its tenth year, utilizes the BP Groups approaches and framework to help you and your organization win the triple crown – simultaneously reduce costs, grow revenues and enhance service. Producing Immediate and sustainable business results across any industry and sector.
Faddy time again. Now don’t get me wrong we really do need to understand the customer, what
constitutes success and how we should play the game to win the triple crown consistently. What I don’t get with is this fascination with pretty diagrams full of fancy graphics and arrows purporting to be Customer Journey Maps.
Oh I know the top team were sold the idea by some new age consultancy who with religious zeal often get engaged to map our customer journeys across the enterprise. Swathes of people can get sucked into these workshops which then produce an output that certainly looks pretty, and may well be understood at a very abstract level.
Worst of it is the task then of actually integrating the CJM’s into the real business, the nuts and bolts of process, systems and people. And of course we typically discover the CJM guys don’t do that stuff, you need to engage an expert for that.
So how do we break this cycle of wasted money, exhausted resources and mislead top teams? How can we produce, from the get go, representations that talk to the top team, architects, process people, systems guys and people people? Is there a way to produce a unified picture that we can all relate to?
Let me share two short videos that I hope for you and many more shine some light into these very murky shadows.
An internationally recognized program with proven track record delivered by been there and done it coaches more than 150 times, in 57 cities with delegates from 108 countries. Now in its tenth year, the program utilizes the BP Groups approaches and framework to help you and your organization win the triple crown – simultaneously reduce costs, grow revenues and enhance service. Producing Immediate and sustainable business results across any industry and sector.
In a world of hyperbole it would be easy to look ignore this books claim of ‘revolutionary’ and the abolition of hierarchy . More of the same copy-write promises that quickly prove unfounded when you delve into the first chapter? Not so with this one.
Some folks may already know of Brian J. Robertson from his early days as inventor of the Commodore 64. And yes I can hold my hand up to that one also having spent many late nights mastering donkey kong in an earlier phase of existence. Now Brian plays in Google and his insights provide a powerful read that most likely will cause you to reassess the way you think of management systems.
An internationally recognized program with proven track record delivered by been there and done it coaches more than 150 times, in 57 cities with delegates from 108 countries. The program, now in its tenth year, utilizes the BP Groups approaches and framework to help you and your organization win the triple crown – simultaneously reduce costs, grow revenues and enhance service. Producing Immediate and sustainable business results across any industry and sector.
In the recent post about Zappos and Googles innovative approach to doing business we themed ‘Holacracy’. Talk about push back from the traditional command and control types labeling the approach as ‘pulp science’.
Try telling that to some of the most successful companies on the planet…
Origins of Holacracy(with credits to wiki)
The Holacracy system was incubated at Ternary Software, an Exton, Pennsylvania, company that was noted for experimenting with more democratic forms of organizational governance. Ternary founder Brian Robertson distilled the best practices into an organizational system that became known as Holacracy in 2007. Robertson later developed the Holocarcy Constitution in 2010, which lays out the core principles and practices of the system, and has supported companies in adopting it.
The term holacracy is derived from the term holarchy, coined by Arthur Koestler in his 1967 book The Ghost in the Machine. A holarchy is composed of holons (Greek: ὅλον, holon neuter form of ὅλος, holos “whole”) or units that are autonomous and self-reliant, but also dependent on the greater whole of which they are part.Thus a holarchy is a hierarchy of self-regulating holons that function both as autonomous wholes and as dependent parts. Here’s the video from the author of the book (July 2015)
Influences and comparable systems
Holacracy has been compared to sociocracy, a system of governance developed in the second half of the twentieth century. Sociocracy had a significant early influence during the incubation of Holacracy, though Holacracy has increasingly differentiated away from it since then.Sociocracy particularly inspired the development of the circle structure and governance processes (described in more detail later) within Holacracy. Holacracy is designed for organizations and fundamentally differentiates the roles of the organization from the people working in it.
In its emphasis on iterative governance, adaptive processes, and self-organization, Holacracy draws inspiration from agile software development principles and the lean manufacturing process. Holacracy is highly compatible with stakeholder theory as its board structure allows for multiple stakeholders to be represented in the governance of an organization and for multiple organizations with shared interests to be linked at the governance level.
Essential elements
Roles instead of job descriptions
The building blocks of Holacracy’s organizational structure are roles. Holacracy distinguishes between roles and the people who fill them, as one individual can hold multiple roles at any given time. A role is not a job description; its definition follows a clear format including a name, a purpose, optional “domains” to control, and accountabilities, which are ongoing activities to perform.Roles are defined by each circle —or team— via a collective governance process, and are updated regularly in order to adapt to the ever-evolving needs of the organization.
Circle structure
Holacracy structures the various roles in an organization in a system of self-organizing (but not self-directed) circles. Circles are organized hierarchically, and each circle is assigned a clear purpose and accountabilities by its broader circle. However, each circle has the authority to self-organize internally to best achieve its goals. Circles conduct their own governance meetings, assign members to fill roles, and take responsibility for carrying out work within their domain of authority. Circles are connected by two roles known as “lead link” and “rep link”, which sit in the meetings of both their circle and the broader circle to ensure alignment with the broader organization’s mission and strategy.
Governance process
Each circle uses a defined governance process to create and regularly update its own roles and policies. Holacracy specifies a structured process known as “integrative decision making” for proposing changes in governance and amending or objecting to proposals. This is not a consensus-based system, not even a consent-based system, but one that integrates relevant input from all parties and ensures that the proposed changes and objections to those changes are anchored in the roles’ needs (and through them, the organization’s needs), rather than people’s preferences or ego.
Operational process
Holacracy specifies processes for aligning teams around operational needs, and requires that each member of a circle fulfill certain duties in order to work efficiently and effectively together.In contrast to the governance process, which is collective and integrative, each member filling a role has a lot of autonomy and authority to make decisions on how to best achieve his or her goals. Some have described the authority paradigm in Holacracy as completely opposite to the one of the traditional management hierarchy; instead of needing permission to act or innovate, Holacracy gives blanket authority to take any action needed to perform the work of the roles, unless it is restricted via policies in governance or it involves spending some assets of the organization (money, intellectual property, etc.)[14][15] Holacracy is thus highly biased toward action and innovation: it defaults to autonomy and freedom, then uses internal processes to limit that autonomy when its use in a specific way turns out to be detrimental.
Holacracy specifies a tactical meeting process that every circle goes through usually on a weekly basis. This process includes different phases to report on relevant data, share updates on projects, and open discussions where any circle member can add to the agenda.A particular feature of this last phase, known as “triage”, is to focus discussions on the concrete next steps needed by the individual who added the agenda item to address his or her issue. The intention is to avoid large, unproductive discussions dominated by the louder voices.
