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Stepping up Organizational Performance

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Vanesa Vanstone

on 5 May 2016

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Transcript of Stepping up Organizational Performance

Stepping up Organizational Performance
Cascading performance management system
Stepping stones
Metric vs. KPI
Resources & Influences
http://www.innonet.org/client_docs/File/logic_model_workbook.pdf
http://www.wkkf.org/resource-directory/resource/2006/02/wk-kellogg-foundation-logic-model-development-guide
http://wwww-personal.umich.edu/~mrother/KATA_Files/5Q_Card.pdf
Bolman, L., & Deal, T. (2003). Part two: The Structural Frame in
Reframing organizations: Artistry, choice and leadership (3rd ed.)
.
Coghlan, D., & Brannick, T. (2014). Doing action research in your organization (4th ed.). Thousand Oaks, CA: Sage.
Eckerson, W. (2009). Performance management strategies: How to create and deploy effective metrics.
Kaplan, R. S., & Norton, D. P. (1992). The balanced scorecard: Measures that drive performance. Harvard Business Review, 70(1), 71-79
Mann, D. (2010). Creating a lean culture. Tools to sustain lean conversations (2nd ed).
Oshry, B. (2007). Seeing systems, unlocking the mysteries of organizational life (2nd ed).
Rother, M. (2010). Toyota kata: Coaching people for improvement, adaptiveness, and superior results
Senge, P. M. (2006). The fifth discipline: The art & practice of the learning organization.
Senge, P., Kleiner, A., Roberts, C., Ross, R., & Smith, B. (1994). The five whys in
The fifth discipline fieldbook: The art and practice of the learning organization.
Schacter, M. (2002). Not a tool kit: Practitioner's guide to measuring the performance of public programs. Ottawa: Institute on Governance.
Schacter, M. (April 1999). Means, ends, indicators: Performance measurement in the public sector. Policy brief No. 3. Ottawa, Institute on Governance.
Snowden, D. J., & Boone, M. E. (2007). A leader’s framework for decision making. Harvard Business Review, 85(11), 68-76.
Young, D. W. (2010). Management control in nonprofit organizations.
A cascading performance management system does more than just measure activity, it
aligns performance with business strategy
(Eckerson, 2009)
Aligns Performance
Facilitates cross functioning team work
across organizational hierarchies and teams to achieve regional and provincial targets
Aligns Processes

Builds a shared vision
Provides a
transparent line of sight
:
employees can see how they are contributing to organizational success
leadership can see how are objectives are met
Aligns People
Current state
Operational A3 &
Target Sheets
Strategic A3 & Target Sheet
Logic Model & Program Theory
Future State
[Practical Plan]
[Path to get there]
What's the problem?
What are the root causes
contributing factors
5 whys (looking to process not people)
What does performance look like?
What will the future look like without the problem?
[Where we're going]
Strategic A3: What your going to do
High level plan
to identify
which departments will lead
the change process
outlines the work buckets
to achieve the short term and medium term objectives identified in the logic model

Strategic Target Sheet: How your going to measure it
Provides the specific measures that will
guide and align programs
to achieve the short - medium term objectives outlined in the logic model
You get what you measure (Kaplan & Norton, 1992)
A
statistical evaluation
tool
used to
measure progress
(linked to the Strategic A3, which is built from the logic model)
A

performance measurement tool
,
which includes effectiveness (producing expected results) and efficiency (cost reduction) measures (Young, 2012, p. 8)
Ideally only has
12 measures and four key performance
indicators
Too many strategic measures and indicators allow room to succeed in less important areas and fail in critical ones


V. Vanstone, BSW, MA(L) student
Cascading Structure
A
systematic and visual depiction
of the relationships between operational resources,
planned activities and the changes or results you hope to achieve
. Building a logic model can be a
powerful change management and engagement tool
when key components are co-created with front line staff in a systematic way.

Organizational A3’s: What your going to do
Aligns daily work
to the Strategic measure
Outlines
how each
operational work plan
will contribute to achieving the targets outlined on the Strategic A3 (
How will your program contribute to closing the gap?
)
Operational Target Sheets: How your going to measure it
Identifies what your team will to
measure
to contribute to achieving the strategic targets
What will 'better' look like?
Metrics/measures = a term used to measure activity

Key Performance Indicators - KPI's
evaluate progress
made towards the final program goal (Schacter, 2002, p. 13).

Too many
measures and indicators
allow room to succeed
in less important areas
and miss the mark
in critical ones.

Use the indicators as a
structural tool to steer the organization
and, therefore, individuals in the right direction by clarifying the key ingredient(s) (Senge, 2006).

Pump up your KPI’s
be choosing
Fractal Indicators
that repeat at every level. Curious? Click on the link below then come back for more.
http://www.slideshare.net/hudali15/business-needs-fractal-indicators-why-and-how-41586230
Special thank you to Royal Roads Leadership Studies program, faculty, cohort collegues, Saskatoon Health Region (SHR) Kaizen Promotion Training Program, and the courageous leaders of the SHR Safety Alert System.
Unaligned teams waste energy. Individuals work extraordinarily hard, but efforts do not translate into achieving results. Empowering people prior to alignment worsens chaos (Senge, 2006).
What would take this model to WOW, or AWESOME if you thought WOW already (Furr & Dyer, 2014)?

Comments? Post or send them to vanesa.vanstone@gmail.com

For questions or curious conversation, lets connect! Contact me at vanesa.vanstone@ gmail.com or for SHR, vanesa.vanstone@saskatoonhealthregion.ca

WOW test
What's your current state?

Every level of leadership adopts a scholar - practitioner approach to leadership engaging the organization to move it move it forward. Engagement is key. Check out the green circles to the left after the following video on Action Research - a scholar-practitioner approach to leadership (Coghlan, 2004).
As you watch, substitute researcher for leader and laboratories for boardrooms. The CEO becomes the Chief Experimental Officer (Graf, Piggot-Irvine, & Wittington, personal communication, 2015). Click on the play button and enjoy.
Cascading Plan-Do-Check Act (PDCA) cycles repeat at every leadership level from the top of the structure to the bottom. These PDCA cycles increase in speed as you get closer to the customer contact point to infuse innovation and engagement at every level.
Does this feel familiar?
Full transcript