Why good boards fail (part 2)

Posted in Aktuellt, Board work / Styrelsearbete on April 27th, 2017 by admin

Board members not “Up To Date”

Board Members need access to the right information, at the right time, at the right level of detail in order to make the right decisions. The Board agenda and its associated Board papers form a substantial part of the information Boards Members receive to make those decisions.ladda ned (1)

The Board agenda will determine the issues to be discussed; this document is commonly assembled by the Chairman and the Corporate Secretary with input from the Executive. A Chairman would also typically offer Board Members the opportunity to suggest additional items as it is each Board Member’s responsibility to ensure that the right matters are tabled. The Chairman’s role in this is important to ensure the right agenda balance and further safeguard that the Executive is not overly controlling the Board’s agenda and possibly avoiding or reinforcing certain subjects.

I have worked extensively with one Board (Financial Services Industry) who requested that every Board paper presented by the Executive to the Board also include a final paragraph entitled “Recommended Board Resolution”. This recommended board resolution paragraph was to be written in a format that could be included in Board Minutes if the Board resolved to accept the recommendation. This not only crystallised the Executive’s recommendation in writing in one paragraph, but also allowed the Board to focus on the specific subject at hand.

Source: Stanton Chase
Author: Jan Bladen

Hur ser framtidens kontor ut?

Posted in Aktuellt, Allmänt on April 21st, 2017 by admin

Kollegor som jobbar på distans, robotar och lokaler som i första hand är till för att inspirera de anställda och skapa bra möten. Vi har spanat in genom nyckelhålet till framtidens kontor.

Fem framtidstrender på kontoret
– Medarbetarnas behov för att må bra och vara produktiva kommer att stå i centrum.
– Kontoren kommer mer att likna bostäder i sin struktur.
hp-future-tech-Getty-Hi-91523138-large
– Fasta arbetsplatser är snart ett minne blott. I framtiden sätter vi oss där det passar – om vi kommer till jobbet alls.
– Vi kommer att kontorsjobba mer utomhus.
– Robotar kommer att bli vanligare, både i form av artificiell intelligens och robotar som mer fungerar som praktiska verktyg.

Källa: Kontorsliv.se
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Why good boards fail (part 1)

Posted in Aktuellt, Allmänt, Board work / Styrelsearbete on April 21st, 2017 by admin

Board mix
Board of Directors is only as good as the individual Board Members who sit on the Board. Understanding the importance of the role whilst possessing the required skills, relevant qualifications and experience is fundamental to success.
Ensuring that Board Members have an appropriate mix of skills, competencies and characteristics is an important aspect of building a good Board and is critical for successful boardroom performance.
In recent years, Boards have evolved into requiring more specialist skills in particular areas. For example, newspaper corporations have been actively seeking IT and multimedia expertise as their industry shifts more online. However, as well has having a specialised capability, Board Members also need broad competence and experience across a whole series of skill sets to fulfil their obligations as Board Members. This has implications for Board Director selection and the development of a robust Board Director Assessment Framework as it becomes more challenging to find that combination of specialist skills with the broad suite of experience. Increasingly, Boards need deep operational and industry skills with members who understand the complexity of the business.

Source: Stanton Chase
Author: Jan Bladen

Hur ska ni locka den unga generationens talanger till er?

Posted in Aktuellt, Allmänt on April 20th, 2017 by admin

Glöm fasta kontorstider. Nu kommer ”Generation Flex” som förväntar sig ett fritt och flexibelt jobb!

– Man jobbar bättre om man får styra själv – något som även gynnar arbetsgivaren, säger Erik Emilsson, vd för revisionsbyrån Revideco.

gym 1I dag är konkurrensen hård om unga högutbildade talanger. Och för att locka dem till sig ställs nya krav på arbetsgivaren. Den generation som nu på allvar tar plats och makt på arbetsmarknaden har nämligen andra förväntningar på arbetslivet än tidigare generationer.
– Att få jobba flexibelt är inget önskemål för dem – det är ett grundkrav, säger psykologen, ekonomen och forskaren Aram Seddigh, specialist på kontorsmiljöer.

– Tidigare har vi anpassat privatlivet efter arbetet – nu håller det på att bli tvärtom, vårt privatliv får styra hur vi lägger upp våra jobb. Den digitala tekniken har förändrat arbetslivet radikalt. Allt fler kan jobba när och var de vill – huvudsaken är att man lever upp till målen.

Livsbalans före ekonomiska belöningar
Åtta av tio nyexaminerade akademiker svarar i en svensk undersökning att det är viktigt eller mycket viktigt att få jobba flexibelt – det vill säga på andra tider än ordinarie kontorstider och på andra ställen än kontoret.gym 3

En annan studie med över 4 000 personer födda 1980-2000 visar att personlig utveckling och livsbalans betyder mer än ekonomiska förmåner: Att få vidareutbilda sig och ha flexibla arbetstider med fokus på balans mellan jobb och fritid toppar deras önskelista. Först på tredje plats kommer ekonomiska belöningssystem som bonusar.

Frihet att träna mitt på dagen
Johanna Håkansson, HR manager hos Telenor Företag:
– Framför allt de som är mest ambitiösa och eftertraktade på arbetsmarknaden vill ha en större frihet att utföra sina arbetsuppgifter på tider som passar dem. De vill exempelvis kunna träna mitt på dagen och i stället ta ett kvällspass då de slutför arbetsuppgiften. Att de får bra digitala arbetsverktyg på jobbet tar de som en självklarhet – liksom att det finns vettiga tjänster kopplade till verktygen.

Samarbete på distans
På revisionsbyrån Revideco – som har kontor i Stockholm, Skellefteå, Jönköping och Göteborg – kan personalen jobba flexibelt tack vare en effektiv digital infrastruktur, berättar vd:n Erik Emilsson, som grundade byrån 1994.

– Med hjälp av digitala, molnbaserade lösningar kan vi nå alla program, dokument och kommunikationslösningar – oavsett var vi befinner oss, och oavsett vilken teknisk enhet vi jobbar från.

”Syns direkt på vår lönsamhet”
Många väljer därför att lösa sina arbetsuppgifter utanför det fysiska kontoret och bortom de ordinarie kontorstiderna. Något som Erik Emilsson är positiv till:
– Vi är övertygade om att människor blir mycket mer effektiva om de får arbeta där de vill och när de vill. Man jobbar bättre om man får styra själv. Dessutom blir det fler timmar gjorda, vilket syns direkt på vår lönsamhet. Vi säljer timmar, och behöver få timmar gjorda. När eller var det sker spelar ingen roll.

Lockar högutbildade
Flexibiliteten är inte bara en viktig trivsel- och lönsamhetsfaktor, utan också en förutsättning för att bli betraktad som en attraktiv arbetsgivare, menar Erik Emilsson.

– Det märks varje gång vi rekryterar nya medarbetare. För unga högutbildade personer som precis har bildat familj är möjligheten attgym 2 jobba flexibelt ett grundkrav. Om dagis stänger lite tidigare en dag har alla enormt mycket att vinna på att de kan jobba några timmar hemifrån. Vi får ut våra timmar – och de behöver inte ta ledigt hela dagen.

Källor: Undersökning från Jusek samt rapporten ”Millennials at work – reshaping the workplace”, intervjuer med över 4 000 personer födda 1980-2000.

Fakta: 60 procent av arbetstiden är vi på språng

• Var tredje person har sagt upp sig från ett jobb för att det inte var flexibelt – och var femte söker efter ett nytt mer flexibelt arbete, visar en undersökning från 2016 bland cirka 3 100 anställda.

• De främsta orsakerna till att vi uppskattar ett flexibelt jobb är att det ger bättre balans mellan jobb och fritid, minskar stress, sparar tid och ger mer tid för familjen.

• En medarbetare sitter på sin arbetsplats i genomsnitt 39 procent av sin arbetstid, enligt en undersökning med 5 000 anställda på 17 företag i Europa, USA och Australien.

Källor: Flexjobs och Condeco Sense.

Källa:DI.se, 20 april 2017
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Emotional intelligence has 12 elements. Which do you need to work on?

Posted in Aktuellt, Allmänt, Executive Coaching, Leadership / Ledarskap on April 11th, 2017 by admin

Esther is a well-liked manager of a small team. Kind and respectful, she is sensitive to the needs of others. She is a problem solver; she tends to see setbacks as opportunities. She’s always engaged and is a source of calm to her colleagues. Her manager feels lucky to have such an easy direct report to work with and often compliments Esther on her high levels of emotional intelligence, or EI. And Esther indeed counts EI as one of her strengths; she’s grateful for at least one thing she doesn’t have to work on as part of her leadership development. It’s strange, though — even with her positive outlook, Esther is starting to feel stuck in her career. She just hasn’t been able to demonstrate the kind of performance her company is looking for. So much for emotional intelligence, she’s starting to think.

The trap that has ensnared Esther and her manager is a common one: They are defining emotional intelligence much too narrowly. Because they’re focusing only on Esther’s sociability, sensitivity, and likability, they’re missing critical elements of emotional intelligence that could make her a stronger, more effective leader. A recent HBR article highlights the skills that a kind, positive manager like Esther might lack: the ability to deliver difficult feedback to employees, the courage to ruffle feathers and drive change, the creativity to think outside the box. But these gaps aren’t a result of Esther’s emotional intelligence; they’re simply evidence that her EI skills are uneven. In the model of EI and leadership excellence that we have developed over 30 years of studying the strengths of outstanding leaders, we’ve found that having a well-balanced array of specific EI capabilities actually prepares a leader for exactly these kinds of tough challenges.

There are many models of emotional intelligence, each with its own set of abilities; they are often lumped together as “EQ” in the popular vernacular. We prefer “EI,” which we define as comprising four domains: self-awareness, self-management, social awareness, and relationship management. Nested within each domain are twelve EI competencies, learned and learnable capabilities that allow outstanding performance at work or as a leader (see the image below). These include areas in which Esther is clearly strong: empathy, positive outlook, and self-control. But they also include crucial abilities such as achievement, influence, conflict management, teamwork and inspirational leadership. These skills require just as much engagement with emotions as the first set, and should be just as much a part of any aspiring leader’s development priorities.

Fiss A

For example, if Esther had strength in conflict management, she would be skilled in giving people unpleasant feedback. And if she were more inclined to influence, she would want to provide that difficult feedback as a way to lead her direct reports and help them grow. Say, for example, that Esther has a peer who is overbearing and abrasive. Rather than smoothing over every interaction, with a broader balance of EI skills she could bring up the issue to her colleague directly, drawing on emotional self-control to keep her own reactivity at bay while telling him what, specifically, does not work in his style. Bringing simmering issues to the surface goes to the core of conflict management. Esther could also draw on influence strategy to explain to her colleague that she wants to see him succeed, and that if he monitored how his style impacted those around him he would understand how a change would help everyone.

Similarly, if Esther had developed her inspirational leadership competence, she would be more successful at driving change. A leader with this strength can articulate a vision or mission that resonates emotionally with both themselves and those they lead, which is a key ingredient in marshaling the motivation essential for going in a new direction. Indeed, several studies have found a strong association between EI, driving change, and visionary leadership.

In order to excel, leaders need to develop a balance of strengths across the suite of EI competencies. When they do that, excellent business results follow.

How can you tell where your EI needs improvement — especially if you feel that it’s strong in some areas?

Simply reviewing the 12 competencies in your mind can give you a sense of where you might need some development. There are a number of formal models of EI, and many of them come with their own assessment tools. When choosing a tool to use, consider how well it predicts leadership outcomes. Some assess how you see yourself; these correlate highly with personality tests, which also tap into a person’s “self-schema.” Others, like that of Yale University president Peter Salovey and his colleagues, define EI as an ability; their test, the MSCEIT (a commercially available product), correlates more highly with IQ than any other EI test.

We recommend comprehensive 360-degree assessments, which collect both self-ratings and the views of others who know you well. This external feedback is particularly helpful for evaluating all areas of EI, including self-awareness (how would you know that you are not self-aware?). You can get a rough gauge of where your strengths and weaknesses lie by asking those who work with you to give you feedback. The more people you ask, the better a picture you get.

Formal 360-degree assessments, which incorporate systematic, anonymous observations of your behavior by people who work with you, have been found to not correlate well with IQ or personality, but they are the best predictors of a leader’s effectiveness, actual business performance, engagement, and job (and life) satisfaction. Into this category fall our own model and the Emotional and Social Competency Inventory, or ESCI 360, a commercially available assessment we developed with Korn Ferry Hay Group to gauge the 12 EI competencies, which rely on how others rate observable behaviors in evaluating a leader. The larger the gap between a leader’s self-ratings and how others see them, research finds, the fewer EI strengths the leader actually shows, and the poorer the business results.

These assessments are critical to a full evaluation of your EI, but even understanding that these 12 competencies are all a part of your emotional intelligence is an important first step in addressing areas where your EI is at its weakest. Coaching is the most effective method for improving in areas of EI deficit. Having expert support during your ups and downs as you practice operating in a new way is invaluable.

Even people with many apparent leadership strengths can stand to better understand those areas of EI where we have room to grow. Don’t shortchange your development as a leader by assuming that EI is all about being sweet and chipper, or that your EI is perfect if you are — or, even worse, assume that EI can’t help you excel in your career.

Source: Harvard Business Review, February 2017
Authors: Daniel Goleman and Richard E. Boyatzis
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Communicating in a hyper-connected work environment

Posted in Aktuellt, Leadership / Ledarskap on April 11th, 2017 by admin

In today’s work environment, communication is often driven by what needs to get done right now. It is fragmented, reactive, and more about immediate response than it is about trust or relationship building.
“Rarely do we hear each other’s voices these days,” says Pat Zigarmi, leadership expert and founding associate with The Ken Blanchard Companies. “Communication becomes a series of one-way texts. It’s kind of like a ping-pong ball going back and forth. There’s very little opportunity to discuss and sort through messages in terms of goals, priorities, role clarity, timelines, or any of the other things that constitute good directive behavior on the part of the manager. There’s even less time for supportive leadership behaviors like listening, facilitating self-reliant problem solving, or exploring options.”

Zigarmi explains that when people don’t know the rationale or immediacy of a request, they have no option other than to become reactive. That’s not true communication.
“Short, request-oriented communication behavior drives out longer, developmentally focused conversations. It’s all in the moment andladda ned (6) there’s no opportunity for mentoring, meaningful feedback, or acknowledgment of what’s just been accomplished.”

Zigarmi shares that when there is no opportunity to take a breath, people can feel underappreciated and even stuck. When the short term drives out the long term, question-and-response communication becomes the norm and managers lose the opportunity to create strong relationships.

Even though a lot of information gets shared in a condensed period of time, Zigarmi questions whether this ping-pong approach encourages bad communication habits among managers.
“A basic principle at Blanchard is that a portion of managerial conversations should be focused on others’ needs, not just the manager’s needs. But today’s communication is often all about whatever agenda the manager is pushing.”

That doesn’t leave much time for goal setting or assessing the direct report’s development level to determine their needs for direction and support on a task, says Zigarmi.
“The team member may need to understand the action plan in more detail. Or they may need to have their confidence built on the data they’ve just shared or the action they just proposed.

“In our Situational Leadership® II training program, we teach that leadership is most effective when it is done side by side. That doesn’t happen with one-way communication such as ‘Answer my questions right away!’ or ‘Get me what I need now!’

“A good performance-based conversation starts with setting a clear goal and then identifying what a person needs to achieve it. That includes direction on a task if they haven’t done it before; direction and support if they’ve found that the task is more difficult than they expected; a collaborative approach if they are capable but lack confidence; or simply support if a person is accomplished at the task.

“In rapid-fire back-and-forth communication, there is no opportunity for the leader to ask ‘How is this sitting with you?’ ‘How does this stack up with your other priorities?’ or ‘What else do you need to know?’”

Zigarmi explains that if productive conversations aren’t happening between manager and direct report, competence is not going to be built, motivation is not going to be addressed, and confidence is not going to be developed.

“Our Situational Leadership® II model helps with that because it teaches managers to identify what a direct report needs to succeed. With this approach, conversations become more intentional and less reactive.

“Real conversation is give-and-take,” reminds Zigarmi.

In today’s busy work environment, we must maintain a balance between quick transfer of information the leader needs and meaningful conversations that focus on the needs of others. Communication at its best helps team members build their competence, motivation, and confidence on the goals and tasks they need to accomplish.

Source: KenBlanchard.com
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The next-generation operating model for the digital world

Posted in Aktuellt, Digitalisering / Internet on April 6th, 2017 by admin

Companies need to increase revenues, lower costs, and delight customers. Doing that requires reinventing the operating model.

Companies know where they want to go. They want to be more agile, quicker to react, and more effective. They want to deliver great customer experiences, take advantage of new technologies to cut costs, improve quality and transparency, and build value.

digi 3The problem is that while most companies are trying to get better, the results tend to fall short: one-off initiatives in separate units that don’t have a big enterprise-wide impact; adoption of the improvement method of the day, which almost invariably yields disappointing results; and programs that provide temporary gains but aren’t sustainable.

We have found that for companies to build value and provide compelling customer experiences at lower cost, they need to commit to a next-generation operating model. This operating model is a new way of running the organization that combines digital technologies and operations capabilities in an integrated, well-sequenced way to achieve step-change improvements in revenue, customer experience, and cost.

A simple way to visualize this operating model is to think of it as having two parts, each requiring companies to adopt major changes in the way they work:
•The first part involves a shift from running uncoordinated efforts within siloes to launching an integrated operational-improvement program organized around customer journeys (the set of interactions a customer has with a company when making a purchase or receiving services) as well as the internal journeys (end-to-end processes inside the company). Examples of customer journeys include a homeowner filing an insurance claim, a cable-TV subscriber signing up for a premium channel, or a shopper looking to buy a gift online. Examples of internal-process journeys include Order-to-Cash or Record-to-Report.
•The second part is a shift from using individual technologies, operations capabilities, and approaches in a piecemeal manner inside siloes to applying them to journeys in combination and in the right sequence to achieve compound impact.

Let’s look at each element of the model and the necessary shifts in more detail:

Shift #1: From running uncoordinated efforts within siloes to launching an integrated operational-improvement program organized around journeys
Many organizations have multiple independent initiatives underway to improve performance, usually housed within separate organizational groups (e.g. front and back office). This can make it easier to deliver incremental gains within individual units, but the overall impact is most often underwhelming and hard to sustain. Tangible benefits to customers—in the form of faster turnaround or better service—can get lost due to hand-offs between units. These become black holes in the process, often involving multiple back-and-forth steps and long lag times. As a result, it’s common to see individual functions reporting that they’ve achieved notable operational improvements, but customer satisfaction and overall costs remain unchanged.

Instead of working on separate initiatives inside organizational units, companies have to think holistically about how their operations can contribute to delivering a distinctive customer experience. The best way to do this is to focus on customer journeys and the internal processes that support them. These naturally cut across organizational siloes—for example, you need marketing, operations, credit, and IT to support a customer opening a bank account. Journeys—both customer-facing and end-to-end internal processes—are therefore the preferred organizing principle.

Transitioning to the next-generation operating model starts with classifying and mapping key journeys. At a bank, for example, customer-facing journeys can typically be divided into seven categories: signing up for a new account; setting up the account and getting it running; adding a new product or account; using the account; receiving and managing statements; making changes to accounts; and resolving problems. Journeys can vary by product/service line and customer segment. In our experience, targeting about 15–20 top journeys can unlock the most value in the shortest possible time.

We often find that companies fall into the trap of simply trying to improve existing processes. Instead, they should focus on entirely reimagining the customer experience, which often reveals opportunities to simplify and streamline journeys and processes that unlock massive value. Concepts from behavioral economics can inform the redesign process in ingenious ways. Examples include astute use of default settings on forms, limiting choice to keep customers from feeling overwhelmed, and paying special attention to the final touchpoint in a series, since that’s the one that will be remembered the most.

In 2014, a major European bank announced a multiyear plan to revamp its operating model to improve customer satisfaction and reduce overall costs by up to 35 percent. The bank targeted the ten most important journeys, including the mortgage process, onboarding of new business and personal customers, and retirement planning. Eighteen months in, operating costs are lower, the number of online customers is up nearly 20 percent, and the number using its mobile app has risen more than 50 percent. (For more on reinventing customer journeys, see “Putting customer experience at the heart of next-generation operating models,” forthcoming on McKinsey.com.)

Shift #2: From applying individual approaches or capabilities in a piecemeal manner to adopting multiple levers in sequence to achieve compound impact
Organizations typically use five key capabilities or approaches (we’ll call them “levers” from now on) to improve operations that underlie journeys.

Digitization is the process of using tools and technology to improve journeys. Digital tools have the capacity to transform customer-facing journeys in powerful ways, often by creating the potential for self-service. Digital can also reshape time-consuming transactional and manual tasks that are part of internal journeys, especially when multiple systems are involved.1

•Advanced analytics is the autonomous processing of data using sophisticated tools to discover insights and make recommendations. It provides intelligence to improve decision making and can especially enhance journeys where nonlinear thinking is required. For example, insurers with the right data and capabilities in place are massively accelerating processes in areas such as smart claims triage, fraud management, and pricing.
•Intelligent process automation (IPA) is an emerging set of new technologies that combines fundamental process redesign with robotic process automation and machine learning. IPA can replace human effort in processes that involve aggregating data from multiple systems or taking a piece of information from a written document and entering it as a standardized data input. There are also automation approaches that can take on higher-level tasks. Examples include smart workflows (to track the status of the end-to-end process in real time, manage handoffs between different groups, and provide statistical data on bottlenecks), machine learning (to make predictions on their own based on inputs and provide insights on recognized patterns), and cognitive agents (technologies that combine machine learning and natural-language generation to build a virtual workforce capable of executing more sophisticated tasks). To learn more about this, see “Intelligent Process Automation: The engine at the core of the next generation operating model.”
•Business process outsourcing (BPO) uses resources outside of the main business to complete specific tasks or functions. It often uses labor arbitrage to improve cost efficiency. This approach typically works best for processes that are manual, are not primarily customer facing, and do not influence or reflect key strategic choices or value propositions. The most common example is back-office processing of documents and correspondence.
•Lean process redesign helps companies streamline processes, eliminate waste, and foster a culture of continuous improvement. This versatile methodology applies well to short-cycle as well as long-cycle processes, transactional as well as judgment-based processes, client-facing as well as internal processes.

Guidelines for implementing these levers
In considering which levers to use and how to apply them, it’s important to think in a holistic way, keeping the entire journey in mind. Three design guidelines are crucial:

1. Organizations need to ensure that each lever is used to maximum effect. Many companies believe they’re applying the capabilities to the fullest, but they’re actually not getting as much out of them as they could. Some companies, for example, apply a few predictive models anddigi 2 think they’re really pushing the envelope with analytics—but in fact, they’re only capturing a small fraction of the potential value. This often breeds a false complacency, insulating the organizations from the learnings that would otherwise drive them to higher performance because it is “already under way” or “has been tried”. Having something already under way is a truism: everyone has something under way in these kinds of domains, but it is the companies that press to the limit that reap the rewards. Executives need to be vigilant, challenge their people, and resist the easy answer.

In the case of analytics, for example, maxing out the potential requires using sophisticated modeling techniques and data sources in a concerted, cross-functional effort, while also ensuring that front-line employees then execute in a top-flight way on the insights generated by the models.

2. Implementing each lever in the right sequence. There is no universal recipe on sequencing these levers because so many variables are involved, such as an organization’s legacy state and the existing interconnections between customer-facing and internal processes. However, the best results come when the levers can build on each other. That means, in practice, figuring out which one depends on the successful implementation of another.

Systematic analysis is necessary to guide decision making. Some institutions have started by outlining an in-house versus outsource strategy rooted in a fundamental question: “What is core to our value proposition?” Key considerations include whether the activities involved are strategic or confer competitive advantage or whether sensitive data or regulatory constraints are present.

The next step is to use a structured set of questions to evaluate how much opportunity there is to apply each of the remaining levers and then to estimate the potential impact of each lever on costs and customer experience. This exercise results in each lever being assigned an overall score to help develop a preliminary point of view on which sequence to use in implementing the levers.

There’s also a need to vet the envisioned sequences in the context of the overall enterprise. For example, even if the optimal sequence for a particular customer journey may be “IPA then lean then digital,” if the company’s strategic aspiration is to become “digital first,” it may make more sense to digitize processes first.

This systematic approach allows executives to consider various sequencing scenarios, evaluate the implications of each, and make decisions that benefit the entire business.

3. Finally, the levers should interact with each other to provide a multiplier effect. For example, one bank only saw significant impact from its lean and digitization efforts in the mortgage application journey after both efforts were working in tandem. A lean initiative for branch offices included a new scorecard that measured customer adoption of online banking, forums for associates to problem solve how to overcome roadblocks to adoption, and scripts they could use with customers to encourage them to begin mortgage applications online. This, in turn, drove up usage of online banking solutions. Software developers were then able to incorporate feedback from branch associates, which made future digital releases easier to use for customers. This in turn drove increased adoption of digital banking, thereby reducing the number of transactions done in branches.

Some companies have developed end-to-end journey “heat maps” that provide a company-wide perspective on the potential impact and scale of opportunity of each lever on each journey. These maps include estimates for each journey of how much costs can be reduced (measured in terms of both head count and financial metrics) and how much the customer experience can be improved.

Companies find heat maps a valuable way to engage the leadership team in strategic discussions about which approaches and capabilities to use and how to prioritize them.

Case example: The ‘first notice of loss’ journey in insurance
In insurance, a key journey is when a customer files a claim, known in the industry as first notice of loss (FNOL). FNOL is particularly challenging for insurers because they must balance multiple objectives at the same time: providing a user-friendly experience (for example, by offering web or mobile interfaces that enable self-service), managing expectations in real time through alerts or updates, and creating an emotional connection with customers who are going through a potentially traumatic situation—all while collecting the most accurate information possible and keeping costs in line.

Many companies have relied on Lean to improve FNOL call-center performance. One leading North American insurer, however, discovered it could unlock even more value by sequencing the buildout of three additional capabilities, based on the progress it had already made with Lean:

Digitization. This company improved response times by using digital technologies to access third-party data sources and connect with mobile devices. With these new tools, the insurer can now track claimant locations and automatically dispatch emergency services. Customers can also upload pictures of damages, and both file and track claims online. The insurer also allows some customers to complete the entire claims process without a single interaction with a company representative.

Advanced analytics. Digitization of the FNOL journey provided the insurer with more and better data faster, which in turn allowed its digi 1analytics initiative to be more effective. Now able to apply the latest modeling capabilities to better data, the company is using advanced analytics to improve decision making in the FNOL journey. For example, intelligent triage is used to close simple claims more quickly, and smart segmentation identifies claims likely to be total losses and those liable to require the special investigative unit (SIU) far earlier than before. Analytics are even being used to predict future staffing needs and inform scheduling and hiring, thereby allowing both complex and simple claims to be handled more efficiently.

Intelligent process automation (IPA). Once digital and analytics were in place, IPA was implemented. Automation tools were deployed to take over manual and time-consuming tasks formerly done by customer-service agents, such as looking up policy numbers or data from driving records. In addition to reducing costs, IPA sped up the process and reduced errors. IPA came last because the streamlining achieved by digitization and more effective use of analytics had eliminated some manual processes, so the IPA effort could focus only on those that remained.

By combining four levers—lean plus digital, analytics and IPA—this insurer drove a significant uplift in customer satisfaction while at the same time improving efficiency by 40 percent. (For more approaches to improving claims, see “Next-generation claims operating model: From evolution to revolution,” forthcoming on McKinsey.com.)2

Bringing it all together: Avoid creating new silos by thinking holistically
Senior leaders have a crucial role in making this all happen. They must first convince their peers that the next-generation operating model can break through organizational inertia and trigger step-change improvements. With broad buy-in, the CEO or senior executive should align the business on a few key journeys to tackle first. These can serve as beacons to demonstrate the model’s potential. After that comes evaluation of the company’s capabilities to determine which levers can be implemented using internal resources and which will require bringing in resources from outside. Finally, there is the work of actually implementing the model. (For more on the last topic, see “How to build out your next-generation operating model,” forthcoming on McKinsey.com.)

Transformation cannot be a siloed effort. The full impact of the next-generation operating model comes from combining operational-improvement efforts around customer-facing and internal journeys with the integrated use of approaches and capabilities.

Source: McKinsey.com, April 2017
Authors: Albert Bollard, Elixabete Larrea, Alex Singla and Rohit Sood
About the authors: Albert Bollard is an associate partner in McKinsey’s New York office, Elixabete Larrea is an associate partner in the Boston office, Alex Singla is a senior partner in the Chicago office, and Rohit Sood is a partner in the Toronto office.
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Five tips for facilitating meetings that generate results

Posted in Aktuellt, Allmänt, Leadership / Ledarskap on April 3rd, 2017 by admin

The work world is simultaneously in love and hate with meetings – from congratulatory mugs for surviving ‘another meeting that could have been an email’ to the mandatory ‘check-in’ meetings that seem to plague event the tightest of calendars. It is generally accepted that meetings are necessary for effective work to be done. However, not all meetings lend themselves toward empowering productivity. What’s an organization to do?

It all comes down to planning. There’s a specific formula that needs to be followed in order to push attendees toward action. The outline described below is tried and true. In fact, it has saved many of my own meetings from the pits of meeting despair. If you have a plan, focus on the actions required to carry it out and clarify tasks along the way, you’ll be on the road to great results in no time. Better yet, this framework can help you empower your team to become more effective, focused and productive.

#1 – Come Prepared
Always prepare for your meetings, whether they’re internal, with a client or with a vendor. To maintain control of the room, you must be prepared to address any and all topics that may come up. First, determine what the outcome of the meeting needs to be, and assemble those meetingitems into a list of actionable talking points. Next, determine what information needs to support that list of talking points. For example, if you’re meeting to discuss next year’s marketing budget, come prepared with the results of this year’s marketing efforts, recommendations for improvement and spend allocation, and a few discussion points to keep the room engaged.

This level of preparation prior to the meeting can help you gain valuable insights into next steps as well as build your credibility within the group of meeting attendees. If you put in the work ahead of time, there is much more time for discussion and decision making in session.

#2 – Set Your Agenda
Great meetings begin with an agenda. Using the talking points described in step one, make a list of topics to be covered and a key to describe who will lead that particular discussion. Creating your agenda before the meeting allows you to determine the length of time needed and will set the tone for the people involved.

Each agenda item should be action oriented, ‘review and approve design mock up’ vs ‘design mock up’, for example, to clarify the expected outcome of each discussion. At the beginning of the meeting, review the agenda with all attendees and ask if there is anything else to add. This ensures all necessary topics are covered prior to the meeting coming to a close.

#3 – Discourage Multi-Tasking
It may seem counter-intuitive, but multi-tasking is a notorious productivity killer. The focus of all attendees is required to produce and efficient and effective meeting. Ask those attending in person to close their computers. Ask remote attendees to avoid checking email or other distractions. Ask questions that encourage interaction. The person facilitating the meeting should take notes as needed. The larger the meeting, the more opportunities for distractions, so don’t hesitate to politely rein in a wayward discussion when needed.

If closing computers isn’t possible, set your expectations right out of the gate. A simple statement like ‘For the next 30 minutes, I want us all to put our full attention toward solving this problem. Let’s focus on the task at hand and avoid multi-tasking so we can really make this meeting count.’ This will give all in attendance a shared sense of purpose and set a tone of collaboration and results-oriented problem solving right away.

#4 – Document Action Items

When you take meeting notes, be sure to document any action items that may arise. Make sure you are clear on the action needed, and then reiterate to the team after the action is discussed. For example, in a discussion about SEO, the idea of an analytics audit may come up. When it does, document the task, ‘conduct analytics audit’, and the person assigned, ‘analytics specialist’, then repeat to the room, ‘OK – I’m taking an action for our analytics specialist to conduct an analytics audit.’

When the meeting comes to a close, always end with a summary of actions. For example, you could say something like ‘Great, thanks for your time today team. I want to take a minute to run through our post meeting actions and answer any additional questions. For my team, the actions are to conduct an analytics audit…’ This gives the attendees their final marching orders on the way out the door, clarifies expectations for all involved and inspires immediate action once the meeting wraps up.

#5 – Send a Post-Meeting Summary
When the meeting concludes, always send a post-meeting summary to those who have attended. This email serves as a reminder of discussion topics as well as a documented assignment of tasks for the team involved. It’s often helpful to reference the same post-meeting email when preparing the agenda for your next meeting to keep progress moving forward.

Following this formula helps drive meetings toward an action-oriented conclusion.

Ensuring all attendees are aware of the purpose of the meeting, the desired outcome and the follow up tasks will provide a helpful framework for the meetings to follow.

Source: Toprankblog.com, March 30th, 2017
By: Tiffani Allen
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