Customer Journey Maps in a cul de sac

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.



And here are the direct links to view them on Youtube:)

Steves view on Customer Journey Mapping
http://youtu.be/vccl-OkdjI0

And what is the best way to deploy Customer Journey Maps
https://youtu.be/KaMwqVkkH5c



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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.

Become a qualified CPP-Master and demonstrate your professionalism http://www.bpgroup.org/book-class.html


Holacracy - fad or freedom?

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.

You can get the book here 
http://bit.ly/holacracySteveTowers



Brian reviews the main discoveries in the book...




We will be covering more on the theme of Holacracy quite soon. Let me know your thoughts.

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.

Become a qualified CPP-Master and demonstrate your professionalism http://www.bpgroup.org/book-class.html

Certified Process Professional Level 5



CPP Masters (Level 5) - join the elite in the process industry

Here's the CPP Level 1-5 program - http://bit.ly/CPPLevel1

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.

Become a qualified CPP-Master and demonstrate your professionalism http://www.bpgroup.org/book-class.html


Certified Process Professional Level 4





Certified Process Professional Masters (Level 4) and INNOVATION



Here's the CPP Level 1-5 program - http://bit.ly/CPPLevel1



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.

Become a qualified CPP-Master and demonstrate your professionalism http://www.bpgroup.org/book-class.html


Certified Process Professional Level 3




And now CPP Level 3. Hands-on interactive Innovation!

Here's the CPP Level 1-5 program - http://bit.ly/CPPLevel1


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.

Become a qualified CPP-Master and demonstrate your professionalism http://www.bpgroup.org/book-class.html





Certified Process Professional Level 2




And here is one minute of CPP Level 2 - upcoming CPP Level 3, 4 and 5

Here's the CPP Level 1-5 program - http://bit.ly/CPPLevel1



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.

Become a qualified CPP-Master and demonstrate your professionalism http://www.bpgroup.org/book-class.html


Certified Process Professional level 1 snapshot



One minute of the Certified Process Professional Level 1
(watch for the CPP 2, 3, 4 and 5).


Here's the CPP Level 1-5 program - http://bit.ly/CPPLevel1


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.

Become a qualified CPP-Master and demonstrate your professionalism http://www.bpgroup.org/book-class.html




The Hell of Holacracy (for some die hards)


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.


Could you thrive in an holacracy?

How can you Link Process with Strategy to significantly improve Performance?

Do the math and the Top Team are as confused as hell. Are we all doomed?

For instance Google searches reveal a plethora of various experts claiming dominion over the process truth. Is it any surprise that the top team are confused. Who should you believe about improving and connecting process, strategy and performance? How can you get it right with so much potential mis information?

Six Sigma - 20.2 Million
Business Process Management - 273 Million
Enterprise Architecture - 25.5 Million
Customer Experience Management - 95.7 Million

And what benefit is all that process based stuff doing for organization performance? Why is there this disconnect between process transformation (whatever your flavor), performance improvement and Strategic Intent?

Is the disconnect something fundamental about how we think of work? 


Think about how we manage and control most organizations. Yes you probably guessed it, with a model of doing business from the industrial revolution. Is it any great surprise that process and strategy are at best disconnected and at worst the cause of todays business issues as our corporate mindsets are simply not geared for the customer/digital age.

We have got to step up and move our thinking and practice into the 21st century.

So let's scan the horizon and look at a few of the folks who seem to have it...

Some common themes emerge when you research the Zara, Zappos, Emirates, Virgin, Apple, Amazon, Disney type companies.

Their success is defined by ongoing performance improvements despite the ups and downs of economic cycles, terrorism, climate change and industrial disputes. Performance improvements measured by objective and tangible results including shareholder values, profitability, service delivery and cost control separate these guys from the rest. So what is it?

At first glance could it be the improvements in efficiency and effectiveness through classic process approaches such as Lean and Six Sigma. Might it be shaped by removing non value added activities and streamlining activity? Or given the apparent disconnect between process and strategy elsewhere, and interestingly the lack of attention in these leading organisations towards industrial age approaches, where is this performance kick coming from?

Latest Research

Research now suggests the performance benefit is derived directly by connecting the processes with the customer experience and onwards into strategic intent. Can it be so straightforward? So simple others could emulate this approach?

We can trace the origins to a 1997 speech by Steve Jobs "You gotta start with the customer experience and work backwards to the technology. Not the other way around." Jeff Bezos, CEO Amazon, actually calls their strategic mission as 'working backwards'. Put the customer first, then figure out what you need to do to align to achieving a successful outcome.

We have distilled this approach into the CEMMethod so as to train others in the deployment, with two lead techniques to create this understanding - The Outside-In Strategic Matrix (OISM), and the Successful Customer Outcome Canvas (SCOC).

Through this mechanism you can link Process to Strategy in a scientific way. Ultimately there shouldn't be anything that you do as an organization that isn't linked to the Successful Customer Outcome and the Strategic intent. Disney refer to this alignment as 'True North'.

Mature Outside-In companies have a Rewards and remuneration system that further reinforces their efforts. People can literally see their day to day contribution.

It might not be rocket science and that is part of its virtue. We can all orientate our thinking and doing in the same way to unify strategy and process.


References:

Steve Jobs talk in 1997 - https://youtu.be/GnO7D5UaDig

Outside-In
http://www.amazon.com/Outside-Putting-Customers-Center-Business/dp/0547913982/httpwwwstevet-20

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.

Become a qualified CPP-Master and demonstrate your professionalism http://www.bpgroup.org/book-class.html