BusinessExploration p

10Resistancetochange
Tipsforchangemanagement

vision

idea

change

implement

network k

explore l
Collectedby: FlavioTosi January2013

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Summary:

B i Business B Basics i

DataDriven

ResistingResistance

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Le10Resistenze:(elaloro traduzione inToscano )

1. Scarsa considerazione del valore:

( ma icch me ne fo?) ( belle le chartine, perch un vieni a lavor?)

2. Non il modo in cui facciamo le cose qui: 4. Mancanza di formazione e riferimenti: 5. Errori p precedenti: ( nho visti tanti ) 6. Non inventato qui: ( e funzioner cost da voi, ma qui) 7. Paura per gli interessi acquisiti: 8. Mancanza di controllo: 9 Imbarazzo: 9.

3. Paura dell ignoto: ( ma un c mai stato problemi si va proprio bene come s fatto finora)
(e un ci sha il tempo per guardare queste cose )

( bah bah ma cos un vale mi mia) a)

( ma tanto un li guarda nessuno)

( s b belle ll perso i treno) t )

10. Rifiutare lesistenza di punti di vista alternativi

(bada Pallino inutile tu ci g ( giri intorno l come ti dio io) )

Al primocheneaggiungeunainvierunabottigliadiChianti! Fl i Flavio
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The10Resistences:
1. Poor understanding of the value added: 2 Is not the way we do things 2. things, here: 3. Fearing the un-known: 4 Lack 4. L k of ft training i i and d reference f points: i t 5. Previous Failures: 6. Not invented here: 7. Fearing loss of privileges: 8. Lack of control: 9. Embarrassment: (feartoshowweaknesscausedbyrealconstrains.likenotto
beabletoaffordtheidea,orhavingmissedthetrain.)

10. Refuse the existence of alternative points of view. Add one andget abottle of Chiantiwine! Flavio
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TestingChampionscommitment:
SometimeitisusefultotestifourCustomer/sponsor/championisreallyinterested project/initiative/venture j you y aregoing g gtoleadinhisbehalves inthep

IcanuseKANO modeltotestthis: Askseparatelythe twoquestionsof thistable,and watchtheresults.

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Qualityhistory fordummies:
Qualityhasnotcomeovernight. Itisoneofthelastcenturyinvention.Ithinkthat understanding d t di th thehistorical hi t i lcontext t twhere h someof f itsfeaturesborn,ismuchusefultounderstandthe rootsoftheunderpinningconcept.Sohereismy personalsummaryofQualityshistory: Japaneseautomakers introducetakt Time (synchronization)to eliminateinventories andCAPEX

Nuclearplantswrite detailedprocedures toavoidhumanerror Pilotsdefinecheck liststofly ysafelly y

Motorolaintroduces statistics statistics and correlationtomanage theelectronic Japanesautomakers productionlines inventcontinuos improvementto overcomeprocess staticity

ArmyIndustrycreates tolerancestoassure components interchangeability

Note: Datesareapproximatesand refertogeneralacceptance, notto:introduction

1860

1930

1950

1970

1990

2000
4

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ProcessesMaturityTest (BusinessProcessMaturityModel):

Do You feedback and change Your processes depending on changed market needs? Are Your processes performances measured and predictable? DoNewEmployeeshavedocumented instructionstofollow? Are Your Managers the only ones knowing g tasks? the organization Is Your people task: do everything what it takes to Deliver? Deliver ?

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Summary:

Resisting Resistance

Business Basics

Data Driven

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ProjectsControlKPI:
AsaBlackBeltlookingforwaystokeepundercontrolaProjectandaPortfolioofprojects,I havedevelopedmetricsanddashboardsthatsimplifiedmakingthestatusandtheoutlookof ap project oject,respected espectedthe t eplanned p a eddates. dates TheDashboardsheredescribedarenotrocketscience.BUTtheylookatCOMPLETIONfrom adifferentperspectiverespecttheclassicGannt orSCurves. WhenYouareinthetunneloftheProject,Youdonotcareabouthowmuchofthetunnelis behind:youjustlooktothefinishline: Timetodestination Inthesameway,ifyoupartnerwithaCustomertocreatetheengineeredsolution,andyou areexchangingdocumentstoachieveprogressiverefinementoftheconcept,youreallydonot careofhowmanyrevisionyougothroughbeforetheFinalIssue,butWhohastheball? Whatisimportantisthateachpartyaddhisinformationwithoutstoppingthedocumentgoing b ktothe back h other h party.Ad delay l i inrevising i i the h d documentmeansad delay l i ingetting i the h next pieceofinformationandthereforeslowingtheprojectitself. ThesedashboardscanbeusedtocreateonshotscreenpicturesoftheProjectstatus, historicalsummariesoftheprojectefforts, efforts operatedramaticdrilldowns byprojectphase, phase Projectteam,SuppliersSupport,andhelpdiscovermajordisruptionswellinadvance. Furthermoreareapowerfultooltocommunicateinternallyandexternally inanopenand fairmannertheprojectprogress progress,helpingProjectManagers Managers,Customers Customers,PartnersandTeam membersbeonthesamepageanddrivetowardsacommongoal. ThisDocumentisasummaryoftheoriginalarticleissuedin2006onImpiantistica italiana, theofficialItalianEPCCompaniesassociationmagazine(ANIMP).

TimetoDestination:

Whohastheball?

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ProjectsControlKPI:TimetoDestination
Indelay completed

outofcontrol

ontime

Daystorevised dTarget Overduedays D toCompletion Days C l i (*)

Delaydaysvs target TargetCompletion Anticipatedcompletiondays

Thispowerfulgraphintroducesadifferentperspective, perspective lookingonlytotime timetodestination destination ,without showingtimeelapsed. Itisparticularlyindicatedtokeepundercontrolmainprojectitems. Dividestheitemsin4clearbaskets: Out of fcontrol l:itemsnotcompleted, l d areindelay d l ,and ddo d notshow h areplanned l ddate d Indelay:itemsnotcompleted,replanned,therecouldbetimetorecover(*) Ontime:itemsnotcompleted,notreplanned,notindelay Completed: Co p eted items te sco completed, p eted,inde delay, ay,on o time t e,even e e before be o etarget. ta get

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ProjectsControlKPI:Completeness

Full details

Less d il details

Done ontime Done indelay ontime Rescheduled recoverable Rescheduled indelay Indelay notreplanned

Done ontime Done indelay ontime Indelay

Youcansummarizetheinformationinfull(Sx)orwithlessdetails(Dx) Itisparticularlyindicatedtokeepundercontrolmainprojectitems. Dividestheitemsin6or4clearbaskets: Outofcontrol:itemsnotcompleted,areindelay,anddonotshowareplanneddate Indelay:itemsnotcompleted,replanned,therecouldbetimetorecover(*) Ontime:itemsnotcompleted,notreplanned,notindelay Completed: Completed :itemscompleted completed,indelay delay,ontime,evenbeforetarget. target

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ProjectsControlKPI:whereistheball?
Tobeissued Inrevision completed Delaied Intheirfield (*) Thenet (*) (#) Anticipated Daystofirstrelease Dayssincereception Daysvs finaltarget tobeissued indelay tobeissued ontime in i their th i hand h d in i d delay l (#)orontime ti (*) inourhand indelay(#)orontime(*) finalized indelay finalized ontime Inourfield

Ourtarget cycletime

(#)

Theirtarget g cycletime

Thispowerfulgraphintroducesadifferentperspective, lookingonlytowhohastheball,withoutconsidering howmanytimestheballcrossedthenet net. Itisparticularlyindicatedtokeepundercontrol CustomerDrawingsthatneedsseveralrevisions beforeapproval. Dividestheitemsin8clearbaskets:

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Projects ControlKPI:Finalization
completed T be To b issued i d completed Inrevision Inrevision Tobeissued

Youcansummarizetheinformation Dividingtheitemsin8clearbaskets: tobeissued indelay tobeissued ontime intheirhand indelay in intheirhand hand ontime inourhand indelay inourhand ontime finalized indelayorontime

Oryoucanshotthepictureatregular intervalstounderstandwhois causingdelays. Youcanevenplotthesummarygraph foreachengineeringdepartment Sofindingbottlenecksandriskareas.

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AbetterRiskstrackingKPIs:
Risksshallbemanagedbythosewhowillbeartheconsequencesofthefailureshappening

ThenthetrackingofRisks,isabouttrackingthe confidenceonthesuccessofthemitigationplan: 1)(GREEN)NOFAILUREWILLHAPPEN:90%confidence,unlessexceptionalevents 2)(YELLOW)NOFAILUREWILLHAPPEN,IFDEDICATEDACTIONS WITHINOURCONTROL WILLBE IMPLEMENTED 3)(RED)NOFAILUREWILLHAPPEN,IFDEDICATEDACTIONS INTHEPOWEROFOTHERSTHENUS WILLBEIMPLEMENTED 4)(GREY)OUTOFCONTROL

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Summary:

Resisting Resistance

DataDriven

Business Basics

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Howbusinessmodelsevolves:

Howmuch? Howoften? Howeasy? Howcheap? p performan nce

Customersneed

time
Offeringstrajectories

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Howbusinessmodelsevolves:
Howmuch? Howoften? Howeasy? Howcheap?

p performan nce

time

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HowCustomersBusinessgeneratesmoremoney?S.C.O.R.

Customer sSALES: Customers HowtheideaimpactsPriceandVolumes?

Increaseinavailability/reliability Betteroffdesignproductivity Increasedvariableoperations Reducedperformancedegradation/scraps Betterperformancetolerances Reduced d dtimetofirst f production d Reducetimetomarket IncreasedgoodsQuality

Customer sOPEX: Customers HowitimpactsCostsandVolumes?

Reducedirectmaterials Reducemanhours/headcount Reduceheadquality(training,specialization) Reducedutilities:fuel,power,water Reduceconsumablesandunderpining costs Reduced d dtaxand decocosts Reducestockslevelsandinventories

CustomersRISKS: Howitmakesbusinesslessrisky?
Reducinginformationuncertainty Increasingmonitoring Increasingrelationshipandreachability Reducinguncertainty(withtestedsupply) Reducingenvironmental,politicaletc.risks Reducingfinancialandeconomicexposure Leveragingourbrandvshisstakeholders

CustomersCAPEX: Howitimpactscustomers i investments? t t?

ReducingsolutionsPrice Reducingsparepartsqty,duplicationorprice Reducingsystemscosts:installation,auxiliares Reducinginducedcosts:facilities Reducingdepreciation/increasingduration increasingcustomization,upgradability

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ClassicMarketing Reloaded
There could be several theories from where to start a go-to-market plan. But 4Ps is the minimum starting point for industrial marketing. What I think has to be recognized, is that B2B marketing has as a main goal: how the reach Customers. (while B2C can focus more on how to appeal the Customer). Bearing this in mind, I have added few notes to the Classic Marketing frame: now re-loaded.

Who may be / not be my Customer: Top Down - Bottom Up How market responds to Customer needs: Product share - Sales sum-up Why Customer buys: (and not: How Customer is)

DEMAND ANALYSIS

OFFERING ANALYSIS

Check-out competition to define possible share

Qualify / quantify opportunities slots

SEGMENTATION

Understand Customer problems and goals

How much is it attractive, attractive How easy is to penetrate How we want to be reminded by the Customercompared to competition

TARGETING

Prioritize Customers Customers contacts

POSITIONING

Differentiate offering from alternatives

PRODUCT
Benefit delivered F t Features attractiveness tt ti Attributes costs (competitive advantage)

PRICE
Value we want to extract ( lt (alternatives ti share h of f wallet)

PROMOTION
How the Customer is i f informed, d i influenced, fl d convinced (promotion)

PLACE
How and where we deliver and d we are reachable h bl (convenience)

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DiscoveryPlanning:
There

Gather information

PATTERNS RECOGNITION

TRAJECTORY SELECTION

Among performance, reliability, convinence and price

Look for job-to-done requirements

Trust your Gut, but weight the risks

Can only bet on the Future (s)

ASSUMPTIONS DEFINITION

Define what shall happen or be found on your path

Make your search efficient

SEARCH DESIGN

Chose your best searchs search s methodology

Be ready for changes

ALARMS SETTING

Set trip wires and alarms that warn if something is not like should be

PLATFORM
Chose your technology Pl tf Platform: Integrated / modular / std

PEOPLE
Innovators or managers?

PILOTS
Try and errors pass t trough h Design D i of f Experiments and Pilots

PROTECT
Terra incognita does not means uninhabited: i h bit d protect your investments!

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ServicemarketModel
ThisisthebasicinputforaServicemarketmodeltobe implementedonaSQLdatabase.Foranyfurtherdetail:callus.

Installedfleet

ServiceLevel

Potential Market

1. 1 2.

Product Installationdate

1. 1 2. 3. 4.

Product ServiceType Servicefrequency Servicevalue

HowMuch MuchValue When itisgenerated What service Towhich Client

INSTALLAZION 2001 2002 2002 2003 2004 2005 2005

PDT A A B C A C D

PDT A A A

TYPE 1 2 3

Frequency 0 1 3

VALUE 10 50 100

120 100 80 60 40 20 0 2001 2002 2003 2004 2005 3 2 1

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TheSalesCarousell:
Knowwhere P Prospects: Triggers: browser Knowwho b buyers

shoppers DELTA

Pointsof contact: t t
Directions: Traffic Converting g (funneltracking)

LIVE SYSTEM

CLAIM TEST
AD.VISOR

MARKET AGENT

ENGAGE Close softoffer Meeting

personal gathering occasionally

Presence Usability y (scanclick) lastoffer Teasing

planned automated random

hardoffer Solving

Nooffer Learning

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WebMarketingTonnara Model

Google g

Topic p Portal

Solution Site

all potential i l

interested users

buyers subscribers b ib

Clients

Keywords Ad Adv PPC

Tools I f Info How to Likes community

Maillist Off Offers news

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