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How could CI team propose more disruptive ideas and solutions to improve…
How could CI team propose more disruptive ideas and solutions to improve WL??
While implementing waves in the past, you may have thought about apparently good solution directions which were finally not proposed to the scope because............
Were too costly
Were long term
etccccc
What is a disruptive solution in the context of a lean wave?
Solutions which are very far from the status-quo
Background: During the last SMART Board, MHD mentioned that he would like to see the lean team proposing more disruptive solutions
Levers to go disruptive
By questioning if WL should perform some sort of processes/activites at all? FOr example manual categorisation and filing of documents.
By proposing changes in the organisation (to avoid silo mindset, promote "eat your own dog food principle")
By wondering if it make sense to outsource processes/activities?
By engaging CI to fix things which are happening in WL and should not happen
It took us 2 weeks to open a firewall
It took us 3 months to create a dashboard in Grafana
The "Access Management" Topic
CI is not scaling-up issues and solutions cross-WL properly (how to do this efficiently?). Example of SLAs in the bid process
By engaging CI at strategic conversations about business performance
THe example of MS Onboarding, what is being different?
Top-down mandate
CI has had access to high level business stakehoders
By not being afraid of rethinking the process/activity entirely
Example: CCQA and test automation, Access Management activities
By jumping directly to the soltion whenever a clear industry best practice can be applied
By being early engaged everytime WL does a new acquistion
Ensure every department complies with a set of "business bascis" like having KPIs in place,, R&R, VSM...
By being able to propose our solutions to a management layer higher than the scope's under some circumstances
By adding new objectives/mission to CI team: reduce end-to-end lead times, increase customer satisfaction
By listining to the Voice of Customer: we are very rearely in contact with the client
The real disruption would come from making CI business as usual and this will only come true if every organisation would be able to measure operational performance in the first place: basic KPIs
By involving CI whenever a reorganisation takes place:
By changing the Mission of CI, from freeing-up capacity to increasing our speed of delivery/execution/agility
The solutions to make a disruptive impact in the business are known. What is needed is to committ the required 1) management attention and 2) people's capacity during 3) the required timeframe. This is the roadblock to disruptive business impact.
Gains can be booked for more than 1 year
By letting the scope know they will get external help to implement the solutions.
Dimensions
Product Portfolio Management
Service Management
Devops Organisation
Overlapping activities
More aggressive decomissioning
Simplified Architecture
Why apparently simple things take years and cost millions?
Putting the customer and value first
How to address sustianable low performance effectively
How do we have more visibility on work backlogs and how do we prioritise work?
Solutions are sometimes clear but management is against / did not buy them
How effective is our management? How effective is our organisational/hierarchical structure? What is the rationale for assigning division or department responsibility?
How to identify and manage "lost cases"?
Putting ownership back to the people
How to combat the silo organisation, how to focus on value delivered, ..
What is limiting WL to provide best-in-class services?
Inneficient Processes
Organisational boundaries generaring silo effects
Legacy technology
WL is not a client-centric organisation (same than product-oriented organisation??)
Discrepancy between what we sell and what we can deliver
Lack of proactivity in our people
Post-Merger integrations
Not having embraced industry best practices fully
We know the medicine but we dont want to take it because we are busy with something else
Changes in way of working are not top in the management agenda
CI mindset is not embedded in our day to day
Business is unable to measure operational performance, what you can not meausre you cannot improve
MICROSERVICES??
WE TRY WITH EXPERIMENTS
Brainstorm session - categories
What would you change in these dimensions to come-up more disruptive solutions?
CI-BUsiness as Usual
We ask the scope about their opinion
We use a concrete methodology
We expect the scope to implement the solutions once validated
Objective is to free-up capacity
Big investments and long term solutions are not welcome
We use VSM
Issues are those elements generating waste
CI takes the lead in proposing solutions
What is disruptive??
What do you think about these statements, pls write down your comment
We do not need disruptive solutions, what we need is disruptive impact. And the way to achieveing this in our industry is well known, we just need to walk it. What we need to achieve disruptive impact is to committ 3 things: 1) management attention and 2) people's capacity during 3) the required timeframe. These are the roadblocks to disruptive business impact.
The real disruption would come from making CI business as usual and this will only come true if every organisation would be able to measure operational performance in the first place: basic KPIs
A good disruption would come from CI scaling-up issues and solutions cross-WL properly
How would you rate in a 1 (highest)-4(lowest) scale the contribution of these ideas to CI being able to propose disruptive ideas?
Changing the Mission of CI, from freeing-up capacity to increasing our speed of delivery/execution/agility
By involving CI whenever a reorganisation takes place:
Listening to the Voice of Customer: we are very rearely in contact with the client
By engaging CI to fix things which are happening in WL and should not happen
It took us 2 weeks to open a firewall
It took us 3 months to create a dashboard in Grafana
The "Access Management" Topic
Wondering if it make sense to outsource processes/activities?
CI proposing changes in the organisation (for example to avoid silo mindset, promote "eat your own dog food principle")
By questioning if WL should perform some sort of processes/activites at all? FOr example manual categorisation and filing of documents.
By not being afraid of rethinking the process/activity entirely
Example: CCQA and test automation, Access Management activities
By jumping directly to the soltion whenever a clear industry best practice can be applied
By being early engaged everytime WL does a new acquistion
Ensure every department complies with a set of "business bascis" like having KPIs in place,, R&R, VSM...
By engaging CI at strategic conversations about business performance
THe example of MS Onboarding, what is being different?
Top-down mandate
CI has had access to high level business stakehoders
By being able to propose our solutions to a management layer higher than the scope's under some circumstances
CI has the autonomy and power to assess WL global processes as a whole, like for instance the Merchant Onboarding Process. On the basis of this assessment, a target blue print could be proposed and deployed globally
How could CI team propose more disruptive ideas and solutions to improve WL??
Limitations to diruptive ideas
TImelines
Unclear business case (too big, too uncertain, too long term, difficult to estimate like in test automation)
Big investment
Lack of capacity, scope too busy
Management sponsorhip
One-size fits all, whatever we do should be scalable at least at division level
How to maximise the involvement of the scopes in identifying disruptive solutions
Ensuring there will be budget available to implement the disruption
Ensuring the implementation of the improvements will not require extra effort from them
Rewarding those teams identifying disruption