Jabina Journal - Fall 2018

The Bias Field Guide: A Roadmap for Success P. 38

P. 14

P. 18

P. 5 4

Data Regulations: Power to

Discovering the Artist Within:

How to Avoid the Dark Side

the People

Conveying Critical Business

of Agile

Messages Through Pictures

FALL 2018

Sometimes the best answers come from somewhere unexpected—usually hiding in plain sight.

2

THE JABIAN JOURNAL

Letter From the Founders

Most people spend a considerable amount of time focused on helping other people, whether that’s a project at work or shuttling your child around to Little League. Many times, we are so focused on the task at hand that we don’t stop to check in with ourselves and make sure we’re still grounded in the principles we believe in or strive towards. That’s not to say you shouldn’t take your child to baseball practice, or be a team player at work, but if you find yourself never having time for your personal interest projects at work, you might need Chris Reinking

some self-reflection. Many of the articles in this edition of The Jabian Journal can be traced back to the idea of positive self-reflection as a tool to improve performance, happiness, and confidence.

In “Autonomy and Engagement” on page 24, the third article in a nine-part series, the authors discuss the importance of giving employees more autonomy in their roles to increase both engagement and performance. Allowing an employee to find within themselves the power to perform is a recipe for sustained success.

Brian Betkowski

“The Value of Compassion” on page 68 examines how companies can utilize their customer experiences to boost the bottom line. Understanding what customers want by putting yourself in their shoes can yield revenue-boosting results.

Our feature section discusses the many kinds of biases we deal with on a daily basis. We make hundreds of decisions every day. Some are simple, such as whether to get out of bed in the morning, and others are hard, such as how to invest resources for optimal results.

Nigel Zelcer

Each of these decisions are made with some level of bias associated with them, but bias doesn’t always make it bad. In this feature section starting on page 38, the authors revisit what it means to be biased and take the next step to help us understand how to identify and maximize those biases to our benefit.

Whether you find yourself shuttling between kids’ activities or shuttling between projects, take a moment to ground yourself in the ‘why’ of what you’re doing, and then think about the ‘how.’ Sometimes the best answers come from somewhere unexpected—usually hiding in plain sight.

We hope you enjoy this edition of The Jabian Journal, and we welcome your feedback.

Thanks, Chris, Brian, and Nigel—The Jabian Founding Partners

FA L L 2 018

3

CONTENTS

3 Letter From the Founders

8 Contributors

54 Jabian Interview Cameron Farah of Cox Automotive discusses the pros along with the “Dark Side” of going Agile.

72 The Final Word Patrick Borg of The Airoom Group of Companies on what makes Chicago ripe for business.

4

THE JABIAN JOURNAL

The Bias Field Guide: A Roadmap for Success

F E AT U R E S E C T I O N

BY J I M M Y M I TC H E L L , DA N A L S L AY, AND ANDREW THOMPSON

38

Bias is all around us. It creeps into our thoughts and infiltrates our decision-making. Sometimes we’re aware of it and sometimes we aren’t.

In our feature section, we identify the many biases built into everyday life, how to spot them, and how to use them to your advantage for business success.

FA L L 2 018

5

CONTENTS

10

10

18

Assessing the Maturity of Your Finance Organization

Discovering the Artist Within: Conveying Critical Business Messages Through Pictures

$$$$$$$$$$$

By Jeremy Miles Why it’s important to identify strengths and weaknesses in your organization through an assessment, and the benefits it can provide.

By Sarah Lynn Davis and Allison Stunja Why closing our laptops and picking up crayons to illustrate a message is a powerful tool for communication and collaboration.

24 Autonomy and Engagement

By Fred Jewell and Tracy Reznik In this third piece of a nine-part series, we look at the next section of the Jabian Engagement Framework: How autonomy increases employees’ engagement.

68

14 Data Regulations: Power to the People

By Adam C. Johnson What business leaders should know about GDPR, the sweeping statement on consumer data rights that went into effect on May 25, 2018, carrying stunning enforcement power.

28 Strategic Maintenance: Is Your Strategy Still Realistic?

By Will Funderburg and Keeley Wikle Why companies must invest in the tools and metrics to make sure projects in their strategic plan remain aligned as times change.

6

THE JABIAN JOURNAL

JUNE

18

60

REQUEST

Badass Brands (and How You Can Have One) 50

50 Agile and Demand Management: Giving Everyone a Seat at the Table

By Dwayne Foster and Jackie Gildea Moving your organization toward Agile may not be as scary as you originally thought, once you understand how to map Agile concepts with traditional Waterfall delivery methods.

By Tara Sconzo and Elizabeth Cheney How (and why) you should challenge yourself to think outside of the box, get feedback, and take risks so you can become a superhero in the workplace.

64 Back to Basics: Creating Strong Processes as a Foundation for Scalable Growth

By Lauren Abraham Mahoney, Katie Misel, and Jeff Siegel

58 32 Does Your Company Culture Measure Up to Your People’s Needs?

By Lubna Memon Strategies to help an organization focus on work-life balance, employee recognition, compensation, and a people-first environment to create a strong corporate culture.

Managing the “Big Rock” Projects

By Mimi Hall Many of the typical principles of program management apply when facing a crossfunctional effort. Consider a few ideas for how to modify your approach in an Agile organization.

Make operations scalable by improving your processes—by becoming more effective, efficient, and value-driven.

68 The Value of Compassion

By Michael Ojo, Ph.D. Consider how your firm’s customer experience journey can improve interactions with your brand and boost the company’s reputation and bottom line.

FA L L 2 018

7

CONTRIBUTORS

Lauren Abraham Mahoney

Sarah Lynn Davis

Mimi Hall

sarahlynn.davis@jabian.com

mimi.hall@jabian.com

lauren.mahoney@jabian.com

Sarah Lynn is a manager

Mimi is a manager at

Lauren is a director at

at Jabian with experience

Jabian with a passion for

Jabian with extensive

in program and project

engaging and developing

experience in creating and

management as well as

teams while exploring the

large-scale software implementations.

implementing strategic

human capital elements of technology

business solutions across a variety

transformations. A Georgia Tech MBA,

of industries. Her work is primarily

Dwayne Foster

Mimi is a certified SAFe Program

focused on taking a process approach

dwayne.foster@jabian.com

Consultant (SPC4) and a leader of

to operational improvements, bridging

Dwayne is a manager

Jabian’s Agile software development

business and IT to manage projects,

at Jabian with a passion

offering.

and driving sustainable change. In other words – making things better,

for solving clients’ most pressing issues through strategy and operational optimization.

making sure work gets done, and

Fred Jewell fred.jewell@jabian.com

making change stick.

His expertise lies in strategic

Fred is a senior strategic

planning, demand management, and

advisor at Jabian. He

Lubna Memon

process improvement.

spends most of his time

lubna.memon@jabian.com

working with his clients

Lubna is a senior

Will Funderburg

on strategy, transformation, culture,

manager at Jabian who is

will.funderburg@jabian.com

communication, change management,

passionate about leading and driving strategic

Will is a director at Jabian.

and organization design. He is an

He is an experienced

executive coach, author, and speaker,

results. She helps clients achieve

strategist, project

and his new book, “We Can’t Do It

efficiency and growth by leveraging

manager, and business

Alone: Building Influence with

her experience in business strategy,

analyst. His expertise lies in leading

Simple Strategies,” was released in

business process improvement,

program management, demand

December 2017.

business transformation, program management, and change

management, business process analysis, strategic planning, and

Adam C. Johnson

change management efforts, as well

adam.johnson@jabian.com

management.

as assessing and implementing those

Adam is a manager at

Jeremy Miles

capabilities at client organizations.

Jabian who specializes

jeremy.miles@jabian.com

Jackie Gildea jackie.gildea@jabian.com

in business strategy

Jeremy is a manager at

development and

Jabian with a wide range

implementation. He has broad

of experience in providing operational improvement

Jackie is a manager at

experience helping retail and

Jabian and certified

pharmaceutical clients address

for finance and accounting

SAFe 4 Agilist as well

business- and technology-related

organizations across a variety of

as Project Manager

opportunities.

industries. He specializes in process

Professional (PMP), with expertise

development, organizational design,

in Agile delivery and enterprise

and systems implementation to assist

technology transformations. She has

companies through strategic execution

broad experience across the health

in resolving complex issues.

care, high-tech, and public-sector industries and is passionate about helping organizations operate more efficiently.

8

THE JABIAN JOURNAL

Katie Misel

Tara Sconzo

Andrew Thompson

katie.misel@jabian.com

tara.sconzo@jabian.com

andrew.thompson@jabian.com

Katie is a director at

Tara is a senior manager

Andrew is a director at

Jabian with expertise in

at Jabian with a passion

Jabian with extensive

applying process-centric

for integrating people and

experience in process

methodologies to solve

processes. She has broad

improvement, decision

the most strategic initiatives. She

experience across the hospitality,

analysis, and data analytics. He is

specializes in process engineering and

media and communications, utilities,

passionate about helping clients solve

optimization, business and process

and health care industries. Her areas

strategic and process-based problems

analysis, and product management.

of expertise include human capital

using a data-driven approach.

management, communications, and Jimmy Mitchell

business process design.

jimmy.mitchell@jabian.com

keeley.wikle@jabian.com

Jimmy is a director at

Jeff Siegel

Jabian with a passion

jeff.siegel@jabian.com

Keeley is a senior manager

for problem-solving. He

Jeff is a senior manager

is focused on solving

at Jabian with expertise

clients’ most strategic problems by leveraging his background in process improvement and analytics.

Michael Ojo, Ph.D.

Keeley Wikle

at Jabian with over 10 years of experience helping her clients succeed by

in process engineering

implementing solutions to solve

and optimization. He has

their most complex problems. Her

broad experience in business analysis,

areas of expertise include strategic

change management, process analysis,

planning, human capital, business

and requirements analysis.

process improvement, and technology

michael.ojo@jabian.com

adoption.

Michael is a manager

Danal Slay

at Jabian who holds a

danal.slay@jabian.com

Ph.D. in Leadership for

Danal is a manager at

the Advancement of

Jabian with expertise

Learning and Service from Cardinal

in process engineering

Stritch University and MBA and

and optimization. He has

GUEST CONTRIBUTOR

Elizabeth Cheney Elizabeth is a marketing

computer engineering degrees from

broad industry experience across

and communications

Missouri S&T. He has a wide range

the retail, manufacturing, utilities,

professional in the health

of industry experiences via his work

aerospace and defense, and automotive

in finance transformation solutions

industries. He is known to be a results-

passionate about youth and female

and customer experience strategy.

driven, customer-focused professional

mentorship and the development

Michael is passionate about the

with a passion for operations strategy

of young people as they embark on

evolution and influence of technology

and product management.

their careers.

care industry. She is

on customer experiences.

Allison Stunja Tracy Reznik tracy.reznik@jabian.com

allison.stunja@jabian.com Allison is a senior

Tracy is a director at Jabian

manager at Jabian who is

with extensive experience

passionate about people

in progressive people strategies, including

and process. She has expertise in business and process

change management, leadership

analysis and product management.

development, and organizational

She supports her clients in defining

development at the organizational,

and managing their most complex

team, and individual levels. She

transformational projects.

is passionate about coaching and mentoring and bringing out the best in people.

FA L L 2 018

9

Assessing the Maturity of Your Finance Organization

By Jeremy Miles

10

THE JABIAN JOURNAL

$$$$$$$$$$$

It is important to use assessments to identify strengths and weaknesses within your organization.

be encountering, or help you to take a proactive approach to addressing risks.

Why Finance and not other parts of the organization, or the whole company?

The answer lies in the relative size of Finance organizations, the importance of the role they provide for the whole company, and the tendency for finance resources to get stuck in the past and not leverage new technologies, even if they are available.

WHAT IS ORGANIZATIONAL MATURITY AND HOW DO YOU ASSESS IT? e are all faced with challenges. Some of these challenges may be common,

The maturity of an organization

repeated issues we have faced many

ranges from immature, or non-

times before. Or they may be life-alter-

existent, to fully mature, established,

ing trials that affect us greatly. How we

and industry-leading. This is by no

conduct ourselves in dealing with these

means in relation to actual age or time

challenges is highly dependent on our

of existence. This may be the case most

maturity. The way one person reacts to

of the time in relation to people, but

a difficult situation most likely differs

for businesses, younger companies

from how they would have handled it in

may be just as, or more, mature in

years prior. Additionally, the way two

operations and efficiencies than older

people handle the same situation can

ones. Additionally, the move from one

vary drastically, based on experience.

level of maturity to the next may seem

The same rules apply to how

subtle or simple, but effectively mov-

companies, or even divisions within

ing the entirety of the organization

a company, address risks and chal-

along the scale is quite complex.

lenges. This can be especially true for the office of the CFO. Due to their

Maturity of an organization

position within the enterprise, they

Nonexistent: The organization is

will naturally be an early identifier

very immature in how it operates.

of challenges across the company.

This could be the result of a newly

They may not be directly accountable

formed department within a newer

for addressing these issues, but the

company or a maturing company with

ability to proactively respond can be

lagging investment or focus on the

largely driven by their groups’ ability

organization.

to identify challenges and put the first pieces of the resolution plan in place.

Developing: The organization is

Assessing the maturity of your

growing and a need for some form

Finance organization can provide

of organized governance has been

valuable insight into those areas in

identified and addressed. It may mean

which you may be performing above,

that policies, procedures, and resource

at, or below recommended standards.

responsibilities have been defined and

This review can provide telling

documented but are out of date or not

information about root causes you may

consistently followed.

FA L L 2 018

11

Leading: Regarded as a world-class

person does not have the adequate

an alarming rate. When your people

organization utilizing leading

tools to efficiently perform a task, they

are free of redundant, suboptimal,

practices. Policies and procedures are

may lose control over whether

and unnecessarily complex processes,

clearly defined and documented. In

the activity is completed on time or

costs stop growing as well. There may

turn, this documentation is centrally

accurately. Likewise, resources are

have been a time when your firm was

available, easy to access, and regularly

often tasked with responsibilities they

smaller, and you could rely on a few

updated as necessary so that everyone

do not have the skills for. The desire to

key people to smooth out any issue.

is aware of their responsibilities,

reduce costs, or at least control them,

However, as your firm grows, you

work is performed consistently, and

can put undue burden on resources by

need standard, repeatable processes

technology is an enabler.

asking too much of employees. Two

just to provide a minimum level of

questions the leaders of a Finance

service. It would seem easy to throw

organization should think through

more bodies at a situation that

thoroughly are: “How does your

requires mass amounts of manual

organization approach assignment

intervention, but this could also

To truly assess the full maturity of a

of new responsibilities and tasks to

lead to an increased risk of error or

Finance organization, or any corporate

resources?” and “Do you look at the

lack of motivation in highly skilled

department for that matter, it is neces-

skills necessary to effectively complete

employees performing work of little

sary to take a holistic approach and

a job or do you look at who has the most

value in comparison to their core

assess three very important dimen-

time available to take on additional

knowledge base. This is not to say

sions; the responsibility, the activities,

work?” Something else to consider is

that every process that builds the

and the tools.

that the one responsible may not be a

operations of your organization should

person at all, but a robot.

be automated. This is simply not

WHAT DO WE LOOK FOR?

feasible for any company. However, all

The Responsibility When an issue has been identified

The Activities

processes should be documented and

within an organization or business

The activities performed by your

standardized in a way that they can be

unit, it’s easy to automatically assume

organization to complete daily tasks

easily repeated, should there be a need

someone has performed poorly or

are the next dimension to consider.

for the responsibility of the process to

missed an assignment. However, if that

Inefficient processes drain capital at

transition between resources.

LEADING

DEVELOPING Roles and responsibilities are somewhat defined, but require further alignment and adjustment to fit the organization

NONEXISTENT

Processes are documented but not consistently followed

Unclear responsibilities leading to duplicative efforts or incomplete/ delayed work

Systems are in place, but fragmented and still require manual intervention

No documented processes

Poor master data management strategies

Appropriate systems do not exist

12

THE JABIAN JOURNAL

Roles and responsibilities are clearly defined and the organization utilizes centers of excellence for specialized tasks Processes are clearly documented, consistently followed, and updated as necessary Systems provide automation into repeatable processes and are efficiently integrated to provide standardization across the enterprise

The Tools Similar to inefficient processes,

“How does the maturity of your technologies affect your bottom line?”

inefficient technology can also be a

Not only can you expect various

drain on capital. Systems working

levels of maturity within each dimen-

independently from one another, with

sion of your organization, but each

no communication, cause difficulty in

dimension could also be driven down

reporting, data accuracy, and master

to various levels of detail. For instance,

data management, and directly affect

the processes of your Finance orga-

processes. This can also apply to aging

nization, as a whole, may seem very

technologies used by your business.

mature or developing. But this may be

Although the cost of managing mul-

that your budgeting and forecasting

tiple systems applies more directly to

processes utilize industry-leading

the IT organization, these costs trickle

practices, whereas those related to

down to the Finance organization.

order-to-cash are lagging far behind.

Systems that require work-around

By assessing your organization

processes or manipulation of data

at an appropriate level, you can

to view results, become a burden on

more directly identify those highest-

your people and lead to potential

priority issues.

errors requiring additional oversight

Once you’ve assessed the current

on the work performed. Again, this

state of your finance organization,

is not to say that every system or tool

what value and insight have you

utilized by your company should be

gained? To start, you have a high-level

integrated, top of the line, industry-

view of your organization, with identi-

leading systems. However, assessing

fied strengths and weaknesses in daily

those systems most impactful to your

or monthly operations. In addition, you

organization, people, and process

now have a starting point to address

should be seen as a priority in making

the weaknesses, or proactively address

improvements.

potential weaknesses, and build upon the strengths that make your organization thrive to get the job done.

WHEN YOUR PEOPLE ARE FREE OF REDUNDANT, SUBOPTIMAL, AND UNNECESSARILY COMPLEX PROCESSES, COSTS STOP GROWING.

THE BENEFITS THIS WILL BRING

However, this is not a one-size-fits-all solution, and not all issues will be

At first glance, this may seem a simple

immediately identified. The benefits

task that answers one simple question,

of this viewpoint will vary within

“Is my finance organization mature

each dimension of your organization

enough to support the daily operations

(responsibilities, activities, tools)

it is responsible for?”. However,

and among companies. Those com-

this is not one simple answer, nor is

panies that start to think about their

it a simple question. What you may

organization as a whole, and not the

really need to know is how you can

individual problems at hand, are those

improve upon the current state of

that can start to learn from mistakes

your organization.

and mature into industry-leading

“If you were able to free up the time

icons of performance.

of your most valued resources to focus on tasks more aligned to their skillset

Jeremy Miles

and interests, would they become

jeremy.miles@jabian.com

more productive?”

“If repeatable, mundane processes were automated or required little to no manual intervention, could you improve the accuracy of the output the process provides?”

FA L L 2 018

13

By Adam C. Johnson

Data Regulations: Power to the People When was the last time you read the

If you’re like most people, you have

terms and conditions on a website or

little regard for who’s collecting your

took a minute to learn how your data is

data and how they’re using it.

being used and by whom? Chances are,

14

THE JABIAN JOURNAL

In recent months, you were

you ignore the pre-opt-in checkboxes

probably inundated with emails

during e-commerce checkouts or you

about “changes to privacy policies”

quickly scroll through the disclosures

or “updates to terms and conditions.”

when you create a new account.

Did you read any of those changes?

What business leaders should know about GDPR, the sweeping regulation on consumer data rights that went into effect May 25, 2018, carrying stunning enforcement power.

Regardless, GDPR requires companies to provide consumers (aka data subjects) the following R I G H T S :

RIGHT TO BE INFORMED

Consumers have the right to know how their data is being used. This right often occurs at the time of consent, and the details of how consumer data is obtained, processed, stored, and transferred is typically relayed through a privacy policy near a call-toaction, in plain language.

Probably not; consumers have been

which went into effect on May 25, 2018.

conditioned to be apathetic toward

It’s considered the most comprehensive

most things data, at least until recently.

data regulation to date. GDPR requires

RIGHT TO ACCESS

businesses based in the EU and those

Consumers have the right to view their

devices capturing an increasing amount

outside the EU that offer services to

data. GDPR provides provisions for

of data, regulation has struggled to

EU citizens to treat data in a way that

what data a company should disclose.

remain ahead of emerging technol-

empowers consumers.

Generally, the provisions apply to

With smart, Wi-Fi-connected

ogy—or to even remain current with it.

There’s always been a tacit agreement about consumer privacy and free services from companies. If there’s

So, if data is the lifeblood of a com-

specific consumer. As a rule of thumb,

laboratory test of it.

companies aren’t required to disclose

The intent of GDPR, at its most

a free product or service (e.g., Gmail,

granular level, is to increase transpar-

Facebook, Twitter, Snapchat), it’s

ency in how companies use consumer

likely that the company is collecting

data. Transparency, as some policy-

and using data from consumers who

makers assert, allows consumers the

use their products.

option to control their data and make

Up until this point, however, consumers had only one option if they policy or practice of the company: Quit

items are required for compliance, but

using their services.

not how to meet those requirements,

GDPR is the European Union’s General Data Protection Regulation,

to their business models.

The regulation is somewhat ambiguous because it relays what

era of privacy regulation called GDPR.

data that is proprietary or is essential

more informed decisions about it.

didn’t like or agree with an existing

That’s changed. We’ve entered a new

any data that can be associated with a

pany, then GDPR is a doctor-prescribed

RIGHT TO PORT

which was the unintentional result

Consumers have the right to download

of four years of debate and a litany of

their data. This allows consumers the

compromises among EU policymakers.

option of taking their data and using it

These debates continue.

with a different product or service.

FA L L 2 018

15

RIGHT TO ERASE

RIGHT TO RESTRICT

Consumers have the right to delete

Consumers have the right to restrict

their data, formerly known as the

how data is used by the company.

“Right to be Forgotten.” Because

Like the Right to Object, this right

companies store and back up consumer

is difficult to put into action and may

data in multiple locations, the timing

require in-depth discussions with

and type of deletion can be challenging

legal counsel prior to developing

for business leaders to work through,

functionality. It also may coincide

especially considering data localiza-

with objections, rectifications,

tion laws.

and erasures.

CONSUMERS HAD ONLY ONE OPTION IF THEY DIDN’T LIKE OR AGREE WITH AN EXISTING POLICY OR PRACTICE OF THE COMPANY: QUIT USING THEIR SERVICES.

companies collect, store, process, and share data—all items that are integral to GDPR compliance.

In doing so, most leaders will find it necessary to reevaluate their data governance processes, legal disclaimers, incident response, and data breach RIGHTS RELATING TO

notification practices. And, in some

Consumers have the right to object

AUTOMATED DECISION-MAKING

instances, they may find it necessary

to the way a company uses their data

AND PROFILING

to adjust their business practices.

RIGHT TO OBJECT

For example, they might stop using

or contest data processing practices.

Consumers have the right to know

GDPR provides guidance on certain

whether a company uses their data

default opt-ins for marketing sub-

objections that require “compelling

for automated decision-making,

scription preferences or stop guerilla

legitimate grounds,” which legal

profiling, and how, if desired, to

marketing campaigns altogether.

counsel may be required to help

request human intervention.

Neither is considered GDPR compliant.

Finally, U.S.-based companies with

business leaders navigate.

a physical or web presence in the EU The cost of compliance and providing

are required to treat data collected in

consumers these rights varies by

the EU according to GDPR standards.

company, but the penalties of viola-

But having realized that public

tions can be severe. A GDPR violation

sentiment toward data privacy is

could result in a fine up to 4 percent

changing, companies should consider

of annual global sales or around $24

treating all consumer data according

million, whichever is greater.

to this standard—regardless of where

It’s evident that GDPR is forcing

or whose data is collected—providing

Consumers have the right to correct

business leaders to have a conversation

the same functionality of GDPR to all

incorrect or incomplete data. Often,

about digital privacy. In that conversa-

“in spirit.”

this is actioned through consumer-

tion, business leaders should discuss

facing pages with self-editing

how their companies obtain consent

Adam C. Johnson

functionality.

from consumers as well as how their

adam.johnson@jabian.com

RIGHT TO RECTIFY

16

THE JABIAN JOURNAL

THE DIFFERENCE IS

real face time.

My clients love my ideas on the strategic use of technology to keep them connected.

My family shouldn’t have to.

FaceTime™ isn’t face time.

We believe in being home every night.

For more information, visit jabian.com/careers.

THE DIFFERENCE IS

18

THE JABIAN JOURNAL

Discovering the Artist Within: Conveying Critical Business Messages Through Pictures

By Sarah Lynn Davis

Allison Stunja

Pictures are a valuable medium for communicating ideas, but we often default to words and technology to articulate our message. When we close our laptops and pick up our crayons to illustrate a message, we unleash our inner artists to create a powerful tool for communication and collaboration.

FA L L 2 018

19

WHAT SHOULD I DRAW?

starts, pictures can be

up.” It’s true that many of

You’ve got a blank piece

and gaining consensus.

us lose touch with our artis-

of paper and crayon in

For example, project leaders

tic side as we get older. As

hand—but what should you

can mitigate the typical

we progress from primary

draw? Let’s consider some

difficulties in managing

school through college and

situations where drawing a

requirements by using

enter the workforce, we are

picture can be helpful. Some

pictures to ensure up front

trained to communicate our

examples come to mind

that the business problem

ideas with words, whether

immediately in the context

is clearly defined and

through email, white

of a project, including:

understood by all affected

icasso famously stated, “Every child is an artist. The problem is how to remain an artist once [s]he grows

Even before a project extremely useful in communicating concepts

papers, bulleted lists, or

stakeholders. Visual tools

lengthy slide decks.

such as a business process framework and flow chart

While these methods are highly effective in

are commonly used to

capturing details, they risk

achieve this outcome.

losing the key message to TL;DR Syndrome: Too Long;

Scope: the key components

Didn’t Read. In contrast, the

included in the project (and

audience can easily con-

sometimes more impor-

sume a well-constructed

tantly, what’s not included).

picture and use it as a

Do you ever find yourself in

springboard for driving to

an unproductive meeting

additional detail.

with several attendees

While there is undeni-

approaching a topic from

ably a need for text-heavy

different perspectives,

documents in the business

unable to see eye to eye?

world, going back to our

Design/Architecture: the

That’s a perfect time to

kindergarten roots and

systems that will be used,

draw a picture.

picking up the proverbial

along with how they will

crayon (or its grown-up

communicate with each

attendee to look at the same

equivalent, the dry-erase

other and what they will

concept at the same time,

marker) to draw a picture

communicate.

focus on the area of their

THE JABIAN JOURNAL

Visuals allow each

is a highly effective tool

choice, and see it in the

in communicating critical

context of someone else’s

messages, stimulating

perspective. This feature is

discussions, and aligning

particularly helpful when

stakeholders.

broad communication is

Let’s identify when a

20

WHEN SHOULD I START?

required. Participants can

picture is most useful, how

Schedule/Timelines: when

pass the crayon back and

to get started, and what to

key milestones will be

forth until they’ve come

do with your picture once

completed and the depen-

to a shared image they can

it’s complete.

dencies among the tasks.

move forward with.

visual concepts before the

If a group brainstorm

verbal or textual details,

isn’t right for your

which can even shorten

situation—and often, the

meetings since the team

number of participants, the

spends less time trying to

level of the audience, or the

describe the situation and

stage of the project may rule

can get on the same page

it out—just start drawing!

more quickly.

This approach is called “acceleration.” The

VISUALS ALLOW EACH ATTENDEE TO LOOK AT THE SAME CONCEPT AT THE SAME

HOW DO I GET STARTED?

meaning is simple: Draw

Now that we’ve identified

right. The idea is to improve

situations where a picture

the chance of a successful

may be helpful, it’s simply

collaboration by creating

a matter of bringing

enough of a picture to start

crayons and blank paper to

a dialogue. In fact, doing too

a meeting of the minds—or

much before getting a group

is it?

together increases the

In some cases, this approach may be appropriate, such as the

something to start from. It doesn’t need to be elegant.

It doesn’t need to be exactly

likelihood of wasted effort and low participation.

Don’t get stuck think-

early planning stages of a

ing you’re right, from the

project or brainstorming

start. Be open to input

departmental strategy.

and changes. It’s OK to be

In those cases, a small

wrong. In fact, it won’t be

group of leaders will set

right if you’re the only one

accomplished.” Often,

the direction for a larger

who has worked on it. The

too late: Pictures are

shared understanding

group. When planning your

benefit of this approach

often created when words

documented in emails (or

work session where you will

is that other people have

fail, typically after many

worse, agreed upon orally)

create a visual from scratch,

something that they can

(and sometimes pain-

can erode quickly. If you

you’ll want to allow plenty

react to and work from.

ful) attempts. While the

are thinking, “wait, wasn’t

of time and establish a

An accelerated visual can

English language is easily

everyone in that same

collaborative atmosphere.

immediately start a discus-

understood on the surface,

meeting?” then it’s time to

Additionally, setting

sion of substance and build

it’s often imprecise. People

eliminate the confusion by

some basic ground rules

can interpret the same

putting crayon to paper and

and gaining commitment

sentence differently based

starting to draw.

from all participants will

you’ve accelerated a visual,

Don’t wait until it’s

momentum.

Next, show it off. Once

help ensure the session is

it’s time to walk it around.

ests, or past experiences.

lenges can be alleviated

productive. Ground rules

Allowing your team and

As George Bernard Shaw

with a proactive approach

might include “one person

other affected stakeholders

said, “The biggest problem

by helping teams to avoid

speaks at a time,” “no bad

to provide their input early

with communication is the

diving into details too early.

ideas,” “everyone partici-

is a very effective means to

illusion that it has been

It forces teams to focus on

pates (draws),” etc.

gain buy-in. Give them a

on their expertise, inter-

Many of these chal-

FA L L 2 018

21

crayon of their own so they

collection of everyone’s

stakeholders to refine

Consider creating more

can provide their feedback.

thoughts and ideas. Think

and finalize your picture.

than one picture. You may

You can share the first draft

about it this way: If five

Although you are the facili-

require separate pictures

virtually, but an in-person

people make changes to the

tator of this masterpiece,

to successfully tailor

conversation is best.

picture, it has buy-in from

the goal is not to sign your

your message to different

five unique perspectives.

name in the bottom corner.

audiences. These pictures

look at a picture through a

The value of that picture has

The best pictures effectively

may even require different

different lens. After several

dramatically increased.

have small signatures

owners. For example, a

all over them.

large project schedule may

Every person tends to

reviews and updates, your picture will represent a

Continue to gather

have multiple layers:

input from all relevant

EXECUTIVE LEVEL: One-slide,

high-level schedule with As you draw, keep these

key milestones.

principles in mind: MIDDLE TIER: Program-level

THE BEST PICTURES EFFECTIVELY HAVE SMALL SIGNATURES ALL OVER. 22

THE JABIAN JOURNAL

Leave your computer

Visio file showing the key

behind. Don’t rely on tools

activities and dependencies

and technology to convey

across the project.

an idea. Shut down Excel and leave the computer

DETAILED LEVEL: Detailed

behind. If crayons and

project plan built in MS

paper are not stocked in

Project, owned by one

your supply closet, find the

person who is a project

nearest whiteboard.

expert such as the project manager.

Embrace the mess. Artists construct their works by

For early project phases,

layering paint on the canvas

it may be helpful to start

in stages to build depth

with a high-level picture to

and contrast. Similarly,

grasp the complexity of a

your masterpiece will

project and use it to build a

take shape as additional

detailed plan. Conversely,

layers are added through

if leadership is asking for

revisions. The final version

an update on an in-flight

of your picture will likely

effort, you can use the

look very different from

detailed plan to roll up the

the first draft, but it will

“need to know” informa-

benefit from the marks of

tion into an effective

the changes and input from

picture. A picture should be

all your collaborators along

able to flex appropriately for

the way.

each purpose.

CREATE SUPPORTING DOCUMENTS, THERE IS ONLY SO MUCH ROOM ON A PIECE OF WHAT SHOULD I DO NEXT?

One of the best things about

a skilled artist. Look for

a good picture is that it is

opportunities to use your

typically hung on walls

drawing skills and invite

where it can be referenced

others to join the process.

For one thing, don’t

often and used to com-

We all benefit by taking an

stop after the picture is

municate effectively.

artistic approach. Now leave

complete, and has been

Although it is an excel-

your computer behind and go get some crayons

approved by the right

lent communication tool,

stakeholders. A picture is

if it falls out of sync with

meant to visually depict

reality, a picture can cause

Sarah Lynn Davis

and communicate an idea.

confusion. It’s best to man-

sarahlynn.davis@jabian.com

While it’s commonly said

age an important picture

that “a picture is worth

like this centrally, on a team

Allison Stunja

a thousand words,” it is

site, where everyone can see

allison.stunja@jabian.com

usually not intended to

the latest version. It’s even a

stand alone. As a summary

good idea to print out a new

of more granular details,

version regularly and tape it

it may require supporting

on top of the previous one if

materials.

there have been changes.

For example, a high-

This may seem obvious,

level picture to represent

but revisions are most

project scope is a great way

important during periods

to ensure everyone agrees

of rapid change. One way to

on what is (and is not)

ensure pictures and docu-

included in a project, but

ments are revisited is to add

there is only so much room

this review to the agenda of

on a piece of paper. Create

major project checkpoints.

supporting documents,

The process of creating

such as the project charter,

a good picture takes time.

to house all the details

Remove any expectation

around the project’s scope

that your drawing will be

at a more granular level.

finished overnight. After

Revisiting the picture

all, you want it to be a

is important to ensure it

masterpiece. It also takes

accurately reflects reality.

time and practice to become

FA L L 2 018

23

Autonomy and Engagement

24

THE JABIAN JOURNAL

In this third piece of a nine-part series, we look at the next section of the Jabian Engagement Framework: How autonomy increases employees’ engagement.

By Fred Jewell and Tracy Reznik

Micromanagement. Tedium.

the team. Good luck!,” you’d probably

tasks as soon as they are assigned and

Constraints. Restraints.

feel pretty uncomfortable. Conversely,

beat deadlines by weeks—but they

Incarceration. Policies and rules

we often don’t know how much we

can’t work at home because there are

that restrict our freedom.

appreciate the autonomy we have until

just too many distractions. Sometimes,

it’s taken away.

it takes someone else to point out that

Those are not very engaging words

How do we decide how much is too

we’re not productive when we have too much autonomy.

or ideas, are they? We recoil from

much? One trigger that indicates that

most of them because they restrict

you have too much autonomy is when

our autonomy. Having the right

you start to feel “out of sight, out of

amount of autonomy is a key driver

mind” with your home team, including

What If the Level of Autonomy is

of engagement. Autonomy covers

your boss, peers, direct reports, and

Not Enough?

several different concepts, including

boundary partners. If you are not being

When there’s too little autonomy,

flexibility, freedom, the ability to make

tapped as often for ad hoc assign-

it may be because there’s too much

choices, and a lack of tedium.

ments, projects, or even brainstorming

direction or micromanagement of the

sessions, you may be experiencing

work. The ability and willingness to

we tend to think about autonomy as

too much autonomy and will need to

do and think independently decreases.

the amount of freedom people have

reconnect with your colleagues.

Employees can develop a “why should

In Jabian’s Engagement Framework,

in choosing how they work, who they

We’re all comfortable operating

I?” attitude and become complacent.

work with, what they work on, and

within a framework. Even when we

Teams start to look like, act like,

when and where they work.

manage ourselves, we put guidelines

and think like the leader because

and constraints on ourselves to ensure

only the leader’s decisions are

your own organization, it’s rare to find

we are fit, healthy, and otherwise

implemented. Fewer promotions are

a role in any organization that allows

engaged with the world. Stress comes

granted out of a team with lower levels

complete autonomy on all of those

from a lack of purpose, goals that

of autonomy because new skills are

fronts. And that’s a good thing for most

guide our actions, and norms we use

not being developed and there’s less

people. Growth and relationships,

to work with our coworkers, family,

growth overall.

the two engagement drivers we last

and friends.

Short of being your own boss in

wrote about, have unlimited upside.

If we have too much autonomy,

So, the sweet spot for autonomy is highly individualistic. As a manager,

Autonomy, though, has a sweet spot

we’re often frustrated by the lack of

it’s important to understand the

for everyone.

structure and guidance, or we get lost,

level of autonomy each of your team

become distracted, and lose focus on

members desires and can manage.

what’s important to ourselves and the How Much Autonomy Is Too Much?

business. Some of us need constraints

Too much autonomy can stress us out.

to get things done, such as a deadline,

Autonomy and Policy

If you started in a new role and your

say, to write an article for your com-

Some of the most contentious and

new boss said simply, “Welcome to

pany’s publication. Others might tackle

challenging policy decisions we see FA L L 2 018

25

companies struggle with have to

mission, vision, purpose, and values.

find ways to tailor autonomy to the

do with autonomy. Policies around

If an organization:

individual. That requires trust, strong

teleworking, flexible hours, and paid time off are great examples. Again, everyone has a sweet spot when it

• has achieved strong alignment around its values;

For example, we’ve seen companies with thick policy manuals defining exactly when teleworking is allowed.

They outline to the nth degree the specific setups and situations employees must have at home (or other remote

well-adopted values. Employees who build trust with their supervisors will

• fosters strong relationships across

comes to maximizing autonomy.

relationships, and deeply felt and

all levels of the workforce; • and has a workforce that treats colleagues, company, and customers fairly…

find themselves gaining more and more autonomy, but those who violate that trust will usually see their leadership finding ways to put constraints in place.

In a “do the right thing” policy environment, communication is key.

…then a “do the right thing” kind

Employees and their supervisors may

office locations). Some people prefer

of policy around telework, flexible

perceive “the right thing” differently

that kind of specificity. They want to

hours, and even unlimited paid time

unless there’s a direct conversation

know what it takes to avoid breaking

off can work.

about “the right thing.” The employees

the rules or facing a difficult conversa-

Lack of alignment across those

may perceive that their boss expects

tenets usually spurs leadership

them to be at their desks all day, every

to apply strict policy and strong

day, but rather, their boss is happy to

and prefer a policy that simply says,

governance. The problem with strict

allow them flexibility to work at home

“work it out with your supervisor and

policy and strong governance is that it

occasionally. Having those individual

do the right thing.”

tends to treat everyone the same, and

conversations around autonomy is key.

tion about expectations.

Others want to be unencumbered

Individual conversations are

What’s the right answer? There’s

as we’ve mentioned, the ideal level of

not one because, of course, it depends.

autonomy is highly dependent upon

also key to defining how work is

It depends on how aligned your orga-

the individual.

accomplished. What process should be

nization is around your organizational values, which include tenets such as

The organizations with the most engaged and fulfilled workforces

followed to reach a goal? Who should I work with to achieve that goal? Leaders

Tedium’s Effect on Autonomy Tedium is another aspect that affects engagement. Tasks people find tedious adversely affect autonomy. A quick poll on Facebook and LinkedIn about what tasks people found tedious elicited responses such as:

26

THE JABIAN JOURNAL

• Doing laundry, especially matching socks • Emptying the dishwasher • Sifting through emails, especially ones with large distribution lists • Unfocused conference calls with too many attendees • Answering the same questions over and over again • C omparing multiple documents to find differences • Updating status and availability in multiple places or formats

Most of us would rather spend our time doing something more fun, or at least less tedious, than most of those things. Do your best to eliminate tedium for people through more efficient processes, better technology, and the right level of oversight.

It’s interesting that nobody said “cutting up lettuce” in our informal poll. We suspect that problem was solved with the widespread availability of prewashed and cut bags of salad greens at five times the cost of a head of lettuce. This costly convenience factor should be an indication of how important it is to address tedium (and how much of a business opportunity tedium represents).

who micromanage their employees want to dictate exactly how and with

The Right Level of Autonomy

whom a task must be accomplished.

Finding the sweet spot for autonomy

Sometimes, that makes total sense.

is an ongoing task that requires con-

That may be the best approach when

stant communication and reevaluation

safety or product quality is at stake,

of the current situation. It’s different

or when the leader is certain they know

for every individual. But when you

the best (and only?) way to accomplish

find it, you can integrate work with

a task. In most cases, however, allow-

your personal life in a healthy and

ing employees to choose how they get

guilt-free way.

their work done allows for diversity of

Role clarity increases because

thought and the potential for gaining

teams are aware of decision-making

new and more efficient processes.

rights, expectations, and team respon-

The ability to experiment and

sibilities. Employees are more likely to

try new ways of working is a key to

take on stretch assignments because

innovation. Without the autonomy

their engagement level may be higher.

to try new things, we stifle growth. A

Innovation is encouraged and valued.

strong relationship, good communica-

So how do you do this? Take the

tion, and the right level of autonomy is

time to talk with your team members.

key to efficiency and innovation.

Have a conversation with your boss about his or her expectations. Share your preferences and work through what it would take for your supervisor to comfortably provide you with the autonomy you’d like.

And as a leader, figure out what level of autonomy your team can handle. You might find that getting

THE ORGANIZATIONS WITH THE MOST ENGAGED AND FULFILLED WORKFORCES FIND WAYS TO TAILOR AUTONOMY TO THE INDIVIDUAL.

more alignment around purpose, goals, and values allows you to provide more autonomy to your workforce which, in turn, spurs more growth and innovation.

Next time, we’ll talk about the security driver, another driver with limited upside, but with a paralyzing downside.

Control leads to compliance; autonomy leads to engagement.

Fred Jewell fred.jewell@jabian.com Tracy Reznik tracy.reznik@jabian.com

—Daniel H. Pink (author of Drive) FA L L 2 018

27

By Will Funderburg and Keeley Wikle

28

THE JABIAN JOURNAL

Strategic Maintenance: Is Your Strategy Still Realistic?

Companies must invest in tools and metrics to make sure projects in their strategic plans remain aligned as times change.

lack the ability to determine

health of a current set of

benefit of each project and

whether they are making

projects from a traditional

when it will be realized will

the most of their project

project management

help the company decide

choices. In addition,

viewpoint—scope, sched-

how much to spend chasing

leadership teams often dive

ule, budget—leaders must

that benefit.

into the execution of their

understand the original

newly minted plans without

business case behind each

could signal the need for

round this time every

establishing the capability

effort. No matter the format

more attention and funding.

year, companies are in the

of gauging the health of

or polish, knowing how

When leaders set priorities

throes of meticulously

their portfolio over time.

funding was justified gives

for their limited time and

a leadership team context

treasure, this information is critical.

defining and adjusting their

Despite these common

In fact, such a review

strategic plans and Annual

inabilities to estimate the

for decisions, such as which

Operating budgets for the

potential value of strategic

projects should receive

coming year. Chances are,

plans and monitor their

more funding, and which

progressing relative to the

it will consume days or

executions, it is possible

should not.

scope, schedule, and budget

even weeks of dedicated

for you to actively maintain

executive involvement and

strategic portfolios as high-

are reluctant to share

substantial resources will

performing investments by

business cases. The reason,

be reserved for imple-

implementing some of the

often, is because they

cases are in place, leaders

mentation. This recurring,

following concepts.

Too often, project leads

“How is the project

assumptions in the business case?”

Once solid business

either aren’t very thorough

can make reasonable

thoughtful effort typically

or the current “working

assessments of each

leads companies to consider

justification” is outdated.

project’s “health.” While

their corporate strategies

In the second scenario, the

project managers report

and strategic roadmaps,

The Value and Timing of

exercise of updating the

scope, schedule, and budget

which are among their most

the Portfolio

business case will likely be

status every week, these

prized assets.

“How was each project’s

insightful.

metrics may be measured

However, even after making such significant investments of time and energy, many companies

funding justified? Has the cost/benefit changed?”

Before an organization can determine the

Don’t let this reluctance

against baselines that have

impede a portfolio review.

floated out of context if

Reassure team members

managers do not update the

that knowing the estimated

business case.

FA L L 2 018

29

AVOIDING A WATERMELON PROJECT

Capacity to Execute the

For instance, Widget

Portfolio

Co. may have eight sales

For many companies,

directors tasked with

resources are limited—par-

leading the implementation

ticularly capable business

of the Widget Co. sales

leaders and technology

transformation projects.

teams. Understanding an

If the business lead role

organization’s supply of

allocation assumption is 10

project leadership resources

hours per week (two hours

Failing to maintain

For instance, when deciding

lets you assess whether

per workday) and the sales

the link between baseline

whether to replace a project

delivery timing is realistic.

director role is assumed to

metrics and the business

on a roadmap you will have

Late delivery or low quality

have 10 hours available to

case risks additional flawed

to consider potentially more

is nearly guaranteed if key

lead projects, Widget Co.

assessments. For example, a

than 10 variables; this will

resources are overloaded.

has the capacity to execute

project can appear “green”

be just one of them.

ACTUAL INTERNAL ISSUES PERCEIVED HEALTHY VIEW

Asking “how much is too much?” requires an answer

eight projects at once.

You may find that

from traditional project

After determining an

management measures,

easily measurable variable

unique to each organiza-

specific groups can become

but in the context of the

that closely aligns with

tion. Start by asking, “what

“bottlenecks,” requiring

original justification for the

your corporate strategy—

are the key resources that

an evaluation of creative

project’s funding, it may be

top line revenue growth, for

would keep a project from

resourcing options. When

“red.” Some refer to these

example—develop a simple

starting if they weren’t

resources are unavailable,

as “watermelon projects”:

scoring system. Simple

available?”

often it is better to delay a

green on the outside, red on

units such as “$100,000s of

the inside.

incremental revenue” work

list to a manageable few.

one knowing progress will

well. In this case, $1 million

Again, this is one of many

be slow or that indecision

in incremental revenue

ways to evaluate a port-

will increase the risk of

While projects com-

would be worth 10 points.

folio’s chance of success,

wasted effort.

monly go through approval

In this way, you can

so aim for simplicity over

“Are we funding the right set of projects?”

Do your best to keep the

project rather than start

Keep in mind that capac-

processes to ensure the

assign each project a

complexity. You might

ity analysis is designed to

investment is reasonable at

score, then total the score

decide that business spon-

inform decisions around

the outset, the current port-

of your current portfolio.

sors and project managers

timing and approval of

folio and backlog of projects

This quantifies the value

are the first two resources

projects. Sometimes,

are often overlooked. Do a

of the roadmap versus

on your list.

internal resources ought to

periodic review to ensure

just the substitution of

ideas that could generate

projects, which is helpful

Determine the number of

temporary resources must

results don’t “die on the

when considering strategic

people serving in each role

be sourced for high-priority

vine” waiting for available

direction.

at your organization—and

projects with a critical

the availability of each role

element of timing to their

so don’t spend too much

(e.g., 40 hours per week).

implementation.

analysis: Score each project

time trying to make it one.

Then, determine how many

based on expected results.

Each probable version of the

hours a week each role

relies on several assump-

It is easy to get carried away

corporate strategy could

should dedicate toward

tions and resource data that

with this analysis, so keep

result in vastly different

leading or contributing

needs to be maintained over

it simple. A good rule of

portfolios. Treat it as

to each effort. With those

time, it is often the most

thumb is to make a scoring

another health indicator in

assumptions, simple math

insightful way to identify

system only as precise as

your company’s portfolio

can determine capacity for

opportunities to success-

the decision it will support.

management tool belt.

each role (i.e., supply).

fully execute a strategy.

resources or budget.

One strategy for such

30

THE JABIAN JOURNAL

It’s not an exact science,

The next step:

be reallocated. Or external,

While capacity analysis

IMPACT SCORE

Consequences (Intended

adoption and a lower-

and Unintended) of

than-expected return on

Implementing Each

investment?”

Project

10

5

0

stakeholder groups at risk for low adoption.

Together, these practices will help you

This is important

continuously assess and

A classic change manage-

because poor stakeholder

ment failure is to plan a

adoption can turn a great

perfectly implemented

solution into a waste of

solution with users or

money. The trouble is, we

stakeholders, either

often don’t clearly define

unaware of its benefits

which stakeholders are

or unable to attain the

important or estimate the

strategic plans to reduce the

benefits because they are

effect a project will have

risk of inefficient usage of

not equipped to use the

on those stakeholders.

precious resources.

solution.

Like capacity analysis, the

While this scenario

NONE

optimize your strategic portfolio’s performance.

MODERATE

This will involve difficult trade-offs, but the process

SIGNIFICANT

will align leaders and

While the concepts are simple enough, it is

concept is straightforward,

might be a significant

but requires defining and

include suppliers, corporate

important that companies

risk to only a few projects

maintaining a few simple

account customers,

invest the time and energy

individually, the risk com-

variables.

e-commerce customers,

to incorporate these activi-

and in-store customers.

ties as they implement their

pounds when a single group

First, define which

of stakeholders is impacted

stakeholders are important

Once you’ve defined the

strategies. Taking the time

by multiple new solutions

to analyze. Be sure to

stakeholders, develop a

to invest in tools to monitor

in succession. To identify

include the internal and

measurement of impact—

your company’s strategic

risks to implementation,

external stakeholders most

an “impact score” scale

portfolio will give your

understanding the effect on

critical to your business

(e.g., 0=no impact; 5=mod-

strategy the best chance of

stakeholders is important.

model; they are most

erate impact; 10=significant

being realized.

While it assumes a project

likely to drive the intended

impact).

is executed according to

benefits from each project’s

plan, we must ask, “How

business case.

will each project affect our

A set of internal stake-

Think of “impact” as the amount of change a

Will Funderburg will.funderburg@jabian.com

stakeholder group will

organization’s stakehold-

holders might be leadership

have to adopt to achieve

Keeley Wikle

ers?” and, “How should we

associates (executives,

the intended benefits of

keeley.wikle@jabian.com

schedule each project to

directors, managers);

the project as defined in

minimize the risk of poor

external stakeholders could

the business case. For example, if the project is a full redesign of a retail store experience, the “in-store customer” stakeholder group should be assigned a

Understanding an organization’s supply of project leadership resources lets you assess whether delivery timing is realistic. Late delivery or low quality is nearly guaranteed if key resources are overloaded.

high-impact score.

With stakeholder impacts assessed, leaders have the tools to make remediation decisions such as adjusting project rollout timing or investing more in change management for specific timeframes or FA L L 2 018

31

Does Your Company Culture Measure Up to Your People’s Needs?

By Lubna Memon

32

THE JABIAN JOURNAL

A focus on work-life balance, employee recognition, compensation, and a people-first environment can create a strong corporate culture. What are the strategies for making it happen?

WO RK- LIFE B A L A N CE C-S U I T E P E R SP E C T I V E

8% n this day and age, nearly everything can be boiled down to a number—company bottom line, performance, sales goal, or target growth rate, to name a few. Has it improved or worsened over the past year?

To start with, what is company culture? Some say it is what happens when the supervisor leaves the room. Some say it is the way the company values its people. Some say it

92%

is the flexibility you get to balance your work and life. Some say it is the quality of peers and managers you work with.

Some say it is the available growth opportunities. Some say it is the politics—or lack thereof. Some say it is the offer of challenging project opportunities. Some say it is the diversity of people in the organization.

92% Yes 8%

No

A common theme runs through all these definitions: Culture is our perception of how the organization is fulfilling our needs. How we fit into the organization—positively or negatively—can energize us or drain us, inspire us or deter us, nurture us or stifle us.

WO RK- LIFE B A L A N CE S TA F F, M A N AG E R S, DI R E C T OR S

So, what motivates people to love working for a company?

We surveyed 100-plus professionals (staff, mid-level, management, director, and C-suite) across small, medium, and large businesses to gauge their ideas of a good culture and their expectations from their companies, leaders, and employees. The top three findings from the survey spanned areas of work-life balance, turnover, and improvement

48%

52%

opportunities.

Work-Life Balance We asked C-suite leadership and other professionals whether their companies set good examples for work-life balance.

While 92 percent of C-suite leaders thought their employees had the flexibility to achieve their personal goals alongside work, only 52 percent of employees agreed they had such flexibility.

52% Yes 48% No

This shows a disconnect between what leaders perceive their organizations offer and what the perception is within the lower ranks.

FA L L 2 018

33

RE A S O N S FO R T U RN OV E R C-S U I T E P E R SP E C T I V E

30% 37%

33%

37% Team Dynamics

Culture is our perception of how the organization is fulfilling our needs.

33% Career Advancement 30% Compensation

RE A S O N FO R L E AV IN G L A S T J O B

A RE A S O F D E V E L O PM E N T

S TA F F, M A N AG E R S, DI R E C T OR S

S TA F F, M A N AG E R S, DI R E C T OR S

1% 9% 9%

5

%

30

%

% 5% 4

9%

34%

14

%

21% 17%

34

20%

22%

30% Career Advancement

34% Work-Life Balance

20% Compensation

22% Learning Opportunities

17% Work-Life Balance

21% People Before Profits

14% Opportunities to Learn/Grow

9%

Reduce Peer Competition

9%

Team Dynamics

5%

Better Pay

9%

Others

5%

Others

1%

Diversity

4%

Transparency/Trust

THE JABIAN JOURNAL

50

%

Z A PP O S W EI G H S C U LT U R A L FIT A L M O S T 5 0 PE R CE N T IN IT S HIRIN G D E CIS I O N S .

Turnover and Job Expectations

1.

the necessary work-life balance to

We asked C-suite leaders to name the

Value of People

employees?

top reasons for turnover within their

A company is only as good as its people.

companies. Three common reasons

In yesteryears, a company was valued

family matters? Are employees offered

included team dynamics (37 percent),

by its assets—including its equipment,

the flexibility to telecommute? Do you

lack of career advancement (33 per-

its building, and its technology. Today,

expect employees to be on the road

cent), and compensation (30 percent).

organizations are defined by their

every week? Are employees working

When we asked employees why

people—what expertise they have,

on weekends? Are employees forgoing

they had quit previous jobs, we came

how well they work together, how

vacation days? If you answered “yes”

across two more reasons: work-life

trustworthy they are, their ability to

to any of these questions, you have a

balance (17 percent) and learning/

build long-term relationships, and

problem to address.

training (14 percent). Work-life

their capacity to seize opportunities

balance and continued training need

and work reliably.

to be part of the leadership agenda to address turnover.

Does work take precedence over

With the advent of mobile technology, it is hard to switch off from work.

Successful organizations nurture

Today, more than ever, organiza-

this emphasis on people, training them

tions must support their employees

to be the best versions of themselves.

to achieve a sustainable balance

Areas of Improvement

“

We asked staff, managers, and direc-

between their personal lives and work.

Management needs to practice this

tors for ideas on how their companies

Train people well enough so they can

balance and encourage their employ-

can improve in order to attract and

leave. Treat them well enough so they

ees to do so, too.

retain good talent. The top recommen-

don’t have to.

When employees recognize the

dation was for better work-life balance

RI C H A R D B R A N S O N ,

support from their organization to

at 34 percent, followed by providing

Founder, Virgin Group

achieve their personal goals, they become emotionally invested in the

learning opportunities at 22 percent, and prioritizing people before profits

Case in Point: Zappos. Zappos weighs

company. They will enjoy coming to

at 21 percent.

cultural fit almost 50 percent in its hir-

work. That, in turn, will make them

ing decisions. The company offers new

more productive and the organization

employees $2,000 to quit after the first

more successful.

Strategies For Improvement

week of training if they decide the job

“

isn’t for them. Employee earn raises by passing skills tests and exhibiting

When people are financially invested,

increased capability, not from office

they want a return. When people are

As the need for growth is heightened,

politics. Zappos dedicates a portion of

emotionally invested, they want to

it is hard for companies to focus on

its budget to employee team-building

contribute.

people and evolve their internal strat-

and promotion of its culture.

SIMON SINEK,

egies to retain a good organizational

Speaker

culture that meets employees’ needs.

2.

Here are a few ways organizations

Focus on Work-Life Balance

can take small steps toward establish-

Work-life balance topped the list

Case in Point: Recreational Equipment Inc. (REI). REI is one

ing a healthy culture that caters to

of employee recommendations for

example of a company that provides

employees’ needs.

improving company culture. Not

flexible work arrangements. Employees

surprisingly, this was also one of the

do not feel pressure to work evenings

top reasons people left their past jobs.

or weekends. Leaving early for family

How do you know your company offers

reasons is perfectly acceptable.

FA L L 2 018

35

A M O N G E M PL OY E E S W H O H A D N O T RE C EI V E D RE C O G NITI O N , O N LY 39 PE R C E N T S A ID T H E Y W E RE S ATIS FIE D AT WO R K .

across businesses and geographies,

Case in Point: Netflix. Netflix’s cul-

policy, REI offers about 12 weeks of

provide critical insights about

ture includes making sure its pay scale

unpaid leave in a year and a month-

where the company should focus its

is at the top of the market. Netflix aims

long sabbatical after 15 years of service.

diversity efforts, and play an impor-

to have only outstanding employees.

The company promotes a paid day

tant part in building internal and

The company cultivates a healthy

off every six months—also called

external networks.

belief that one outstanding employee

In addition to a generous vacation

“Yay Day”—for employees to spend

A few of the company’s affinity

gets more done and costs less than

outdoors. REI also offers financial

groups include Women in Engineering,

two adequate employees. Netflix asks

support for employees who want to

Asians@Amazon, Latinos@

three questions to determine the top of

pursue higher education.

Amazon, Women in Finance, Amazon

market for a person:

Warriors (Military), Glamazon 3.

(LGBTQ), Amazon PWD (People With

Diversity

Disabilities), and the Black Employee

Good ideas come from everywhere.

Network (BEN).

Companies should take a step toward

What could the person get elsewhere?

Pay them more than anyone else likely would.

What would we pay for a replacement?

inclusiveness by attracting diverse

4.

Pay them as much as a replacement

candidates. That includes candidates

Competitive Compensation

would get.

with varying backgrounds, ideas,

Employees gave compensation the

and points of view; and candidates

second-highest score among reasons

with diverse perspectives, including

for leaving previous jobs. Companies

gender, age, race, sexual orientation,

may have the best cultures, but if they

disability, culture, national origin, and

do not value their employees with fair

life experience.

compensation, they risk losing valu-

Bringing together people of various backgrounds and different life experience can generate ideas or perspectives

able talent, while spending substantial time and money in the hiring process.

Keep your compensation strategy

others may not have ever considered or

current and aligned with market

been aware of. Encouraging a diverse

and industry data to ensure bonuses

workplace can alter perspectives, aid

and raises are competitive. Most

acceptance, and reduce discrimination

importantly, take the lead in mak-

and bias.

ing sure there is no compensation

“

discrimination based on gender, race, or age. The factors governing an

The most important thing is to pick

employee’s pay should be restricted

people around you that aren’t like you,

to experience, skill, education, and

that complement you. And so I believe in

performance.

diversity with a capital D.

“

TIM COOK, CEO, Apple

If you pick the right people and give them the opportunity to spread their wings

Case in Point: Amazon. Amazon

and put compensation as a carrier behind

has built affinity groups sponsored

it, you almost don’t have to manage them.

by their senior executives. These

JACK WELCH,

groups bring together people

Business Executive

36

THE JABIAN JOURNAL

What would we pay to keep that person?

Pay them as much as we would pay to keep them if they have a higher offer from elsewhere.

5.

Ownership and Recognition Employees thrive in their roles when they are given freedom and ownership of their work. This results in a sense of purpose and pride in their jobs and in their organizations. Instead of telling employees how things need to be done, provide them the opportunity to lead and be creative through the process.

This will increase their engagement and lead to better job satisfaction as they see their own ideas in play.

Recognition and career advancement was the top reason why people left their past jobs. Senior leaders must recognize work well led and delivered. Past studies have shown that recognition strongly correlates to lower turnover rates, more happiness, and better job satisfaction. A survey

People are the most important asset

indicated that seven out of 10 employ-

6.

ees who received appreciation for their

Revisit Your Hiring Strategy

of your organization. Focusing on your

good work said they were happy with

Hiring practices heavily shape an

people starts with building an accom-

their jobs.

organization’s culture. Before you start

modating workplace that is sensitive

the hiring process, understand your

to their personal needs and provides

had not received recognition, only

organization’s core values. What kind

them with a path to grow. A workplace

39 percent said they were satisfied

of culture defines your company? What

that not only supports the diversity of

at work. Employee appreciation

qualities will lead an employee to be

people and thoughts but also fosters

creates an environment where

successful at your firm? Are you looking

leadership by encouraging good work

employees want to continue making

for collaborators, innovators, or leaders?

through recognition programs. A

However, among employees who

a difference for their companies and

The answer may be a combination.

workplace that revisits compensation

The best way to make sure you hire a

to align with the market and keeps

cultural fit is to engage leadership and

an eye on preserving the culture as

entitled “The State of Employee

employees in the hiring process. Try

the company grows and hires more

Recognition in 2012” found that

to also make the hiring process less

people. It takes years to build a great

organizations scoring in the top 20

formal, allowing you to meet potential

company culture but it takes conscious

percent for building appreciation-rich

candidates outside the formal office

leadership and initiative to preserve

cultures have lower voluntary turnover

settings to get to know their back-

that culture.

than other enterprises.

grounds and experiences.

their colleagues.

A study by Bersin & Associates

“

“

There are two things people want more

Hiring people is like making friends.

than money...recognition and praise.

Pick good ones, and they’ll enrich your

M A RY K AY A S H ,

life. Make bad choices, and they’ll bring

Businesswoman

you down.

Lubna Memon lubna.memon@jabian.com

J A S O N F RI E D,

Case in Point: Cloud 9 Living. Cloud

Entrepreneur

9 Living has an employee recognition tactic called “The G Book.” The G Book

Case in Point: Jabian Consulting.

is the book of “Good Stuff” which all

I have not come across another

employees are encouraged to inscribe

company that applies as much rigor to

with recognition for peers and team

its hiring process to ensure candidates

members, writing out accomplish-

are not only a capability fit, but also a

ments—work-related or personal.

cultural fit.

Every week, at an all-company

Those whom Jabian hires are

meeting, employees read aloud G

rewarded with a people-first culture

Book entries to call out employee

where you will collaborate with some

accomplishments that may otherwise

of the smartest people, where you

go unnoticed. It also enables employ-

are encouraged to build your internal

ees to recognize one another instead

and external networks, where you are

of management always providing

expected to give back to the commu-

the recognition.

nity, and where you get to solve some of the most interesting and challenging of business problems.

References: https://www.entrepreneur.com/article/249174 https://www.amazon.jobs/en/landing_pages/ diversity https://www.slideshare.net/reed2001/ culture-1798664/80-If_you_want_to_build https://www.forbes.com/sites/ joshbersin/2012/06/13/new-research-unlocks-thesecret-of-employee-recognition/#1ac427c55276

FA L L 2 018

37

THE BI A S FIELD GUIDE: A ROA DM A P FOR SUCCESS Part 1

Built to be Biased

By Jimmy Mitchell and Andrew Thompson

We are programmed to make thousands of decisions a day. How can we know we are being objective about the ones that really matter?

Take a moment to think about the following questions: • Which would you choose: 4 ounces of popcorn for $3, 9 ounces for $6.50, or 10 ounces for $7?

• What is more likely: getting killed by a cow or a shark?

• Which media channel is less biased: MSNBC or Fox News?

• If the roulette wheel has come up red nine of the last ten times, which do you choose: red or black?

• When markets are down, do you check your account balance more or less often?

And most importantly, what does any of this have to do with day-to-day life and work?

You may be surprised that how we answer these questions affects each of us every day. They involve the concept of “decision-making bias.” We’ll look at why decision-making biases exist, provide examples familiar to both your personal and professional lives, and give tips on noticing these biases and mitigating their effects.

38

THE JABIAN JOURNAL

Nearly all decisions are biased. For the most part, it is

Background of Decision-Making Biases Decision-making is the process of selecting a logical choice

good to make subjective decisions. Biased decision-making

from the available options. Many variables affect the

enables you to make many decisions in a day, from choosing

decisions we make every day. Over the past several decades,

what you want for dinner to pressing the brakes when you

there has been a lot of research into decision-making and

approach a red light. We are wired to make these decisions to

the evolution of how humans make decisions. It is con-

save time and, even more importantly, to save our lives. This

sidered a part of psychology, behavioral economics, and

allows us to spend time on our higher priorities. However,

strategy research. While the academic world now offers a

some of the biases inherent to how we developed our

lot of information on what influences decisions, many are

civilization can actually hinder us in the workplace.

unaware of strategies that can improve decision-making.

Picture this scenario: You have come into the office early

Love at First Sight: Anchoring Bias

to wrap up a project for your boss that is due first thing this

Imagine you are preparing for a long-awaited interview.

morning. Lo and behold, your boss is also using this morning

As you walk in, you are greeted by the candidate with a hello,

to catch up on other things and is about to walk right by your

a name, a handshake, and a resume. As you sit, your brain

cubicle! You begin to feel overly stressed. Should you hide or

already begins processing information about this person:

run? Should you pop out of the cube and immediately start

“Do I like her? Should I hire her?” How quickly do you think

asking about her weekend to keep her distracted? She is

your brain has made a decision about this candidate through

seconds away; what do you do?

the interview process? When it is over, or maybe even

In a business workplace, we do not have the same stressors and threats people faced in previous centuries.

halfway through?

According to studies recalled by Malcolm Gladwell in

Safety and order in our society have improved considerably

his book Blink, you make a hiring decision within the first

and, except for a few extreme occupations, most of us do

two to three seconds of meeting the candidate. That means,

not fear injury or death at work. However, the “fight or

when you shook hands and made eye contact, you already

flight” instinct still exists, as do many inherent biases made

anchored to a decision. If you read her resume or LinkedIn

necessary as humans evolved.

profile, you may have made a decision before she stepped

TYPES OF BIASES AMBIGUITY EFFECT

ANCHORING BIAS

AVAILABILITY BIAS

Tendency to avoid or rule out options

Tendency to fixate on initial

Recent or impactful events weigh

that have missing information

information and devalue subsequent

more heavily on the decision-making

information

process; also, valuing information at hand more than information that may be more difficult to gather

A 1990 study showed that people were

In an experiment run by Dan Ariely (author of

People buy lottery tickets because the media

reluctant to vaccinate a child if the

Predictably Irrational) at MIT, only 32 percent

and commercials so often show the winners.

vaccination could cause death, even if

of students chose a “web only” subscription

Winning the lottery looks more common/

deaths from the vaccination were extremely

to The Economist when two options were

accessible. In fact, the odds of winning any

rare compared to deaths caused by the

given (web only at $59; print and web for

amount in the Mega Millions lottery are less

disease itself. 1

$125). When a third option was introduced

than 7 percent (the odds of winning the

(print only for $125), 84 percent of students

jackpot are 1 in 258,890,850). 3

now chose the print and web option.

2

FA L L 2 018

39

We call that initial urge—the comfort to charge ahead

into the room. You will end up spending the remaining time in the interview confirming or disproving your initial

with existing information—availability bias. People often

decision.

overemphasize the value of the information they have and

This is an example of an anchoring bias: overvaluing the

lessen the value or importance of gathering and incorporat-

initial set of information received toward a decision. This

ing information they do not have. In January 1986, NASA

bias explains why you may think you are getting a great deal

had a major decision to make. Launch day at Cape Canaveral

on a new pair of jeans (40 percent off “retail”); why curb

was an unseasonably cold 31 degrees. Flight engineers had

appeal matters for home values more than we would like to

lots of checks and procedures to follow before launch, but

admit; and why many of you probably opted for that huge

none of the information really gave a good sense of what

$7 bucket of popcorn!

would happen at a temperature that cold. Lost in the sea of

In the workplace, one example of anchoring involves proj-

charts, diagrams, and procedures was a readout of the rocket

ect estimation. In general, people are terrible at estimating.

booster’s O-rings—the gaskets between adjoining sections

How often does a project you worked on either deliver less

of the boosters. The data was presented in a way that was

scope than originally expected, run longer than anticipated,

difficult to interpret. The rest is history: 73 seconds into the

or exceed the budget? This often happens because a team

launch, Space Shuttle Challenger exploded, killing seven

is given a target date to complete the project. Instead of

crew members. Although availability bias does not always

working out sound estimates and giving a realistic depiction

blind us to life-or-death situations, it can lead us to think

of what can be completed within that time frame—or what a

that fatal shark attacks are more common than death by

realistic time line would look like—the team will work to fit

cows because we hear about them in the news more often

the estimates into the time frame given.

(cows do not tend to be nearly as newsworthy).

The More You Know: Availability Bias

They Are Who We Thought They Were:

You are getting ready to launch into a new market. Your

Confirmation Bias

costs are well within what was estimated and expected,

Tomorrow is the deadline to deliver the operational analysis

the demand exists for the service, and your partners are

for which your business unit lead asked. He had a hunch

ready to distribute as soon as you say “go.” Do you go ahead

there were significant inefficiencies in the upstream sales

with the price that worked well for the last launch, use

organization, but wanted you to validate the hypothesis. He

your current pricing, or wait for your business partners to

sent a note to an analyst to pull some raw data for you and

provide their input from a competitive pricing analysis?

gave you a list of people to interview. Sure enough, the data

Waiting could cost money, but so could setting the

showed sales were at an all-time low. None of the stakehold-

wrong price. Will that pricing analysis really turn up

ers you reached had anything positive to say about the sales

much new information?

team. Analysis completed…or not?

TYPES OF BIASES BLIND SPOT BIAS

CONFIRMATION BIAS

FRAMING EFFECT

Tendency to think you are less

Tendency to look for information that

Presenting the same information

biased than other people in similar

supports a preconceived notion

in different ways to try to get an

situations

audience to have a certain reaction

In a study from 2002, after having

In 2015, fivethirtyeight.com (run by Nate

When presented with meat that was 75

unconscious biases explained,

Silver) published an interactive feature

percent lean and meat with 25 percent fat,

63 percent of participants still rated

called “Science Isn’t Broken.” Depending

participants in a 1988 study were more likely

their self-assessments as accurate

on which variables about the economy

to choose the 75 percent lean meat. 6

and objective.

you choose, you can prove with statistical

4

significance that the Democratic and Republican parties both improve or degrade

the economy while in office. 5

40

THE JABIAN JOURNAL

This happens all too often in the workplace. Someone has a hunch or hypothesis that something is or should be occurring, then finds the data and people to back up the theory. We call this a confirmation bias. It occurs when someone selectively uses data or information to support a position and downplays information that does not support the case. How easy was it to justify the last impulse purchase you made? It is much easier to build a story and then find the data to support it than it is to allow the objective data to guide you down the right path. Depending on your political stance, MSNBC and Fox News are equally biased and as wrong or right as a media outlet could be!

Sixty Percent of the Time, It Works Every Time: Outcome Bias It is two weeks from the next release launch, and today is your go/no-go meeting.

Even though you can delay a release if necessary, there is a ton of pressure to get these new features out the door. The focus groups and beta testers loved it. The media is buzzing about it. The new marketing campaign is snazzy, and finance has built some impressive projections for the revenue the launch will bring. However, that QA team always seems to be behind. They estimate another three weeks to test everything, which would delay the product launch a week.

Availability bias can lead us to think that fatal shark attacks are more common than death by cows because we hear about them in the news more often.

Should you delay? You have a top-notch development team. For every release thus far, no major bugs have ever been uncovered during testing—even for releases where they skipped testing and saved a ton of money. Surely that means there will not be any issues this time, right?

As you might imagine, skipping tests for a major release is a recipe for disaster.

We call this an outcome bias. People tend to think the better idea is the one with the better outcome, regardless of the intent or the likelihood of something happening.

The team may not feel testing is needed based on the past. But they are forgetting why testing is part of the process in the first place. Because of outcome bias, gamblers tend to flock to the “hot” blackjack table or bet on red to come up again at the roulette table. In fact, the best investment option is to walk away: Both red and black each have a 47.4 percent chance of winning, no matter what the previous outcomes were.

GAMBLER’S FALLACY

GROUPTHINK

LOSS AVERSION

Thought that future probabilities

The inability of people in a group

The utility lost by giving up an item is

are influenced by past events when,

setting to disagree with the common

greater than the utility gained from

in fact, the probabilities are

thoughts discussed by the group

acquiring the same item

In 1913, gamblers lost millions of francs

Enron, thought at the time to be a very

Investors frequently focus on one investment

betting against a roulette wheel that, for

prosperous and growing company, operated

losing money when the rest of their portfolio

26 times in a row, landed on a black

under a groupthink philosophy. That

is gaining value.

number. Gamblers still often follow this

mentality resulted in one of the largest

mentality today. 7

business failures in U.S. history.

unchanged

FA L L 2 018

41

If I Ignore It, It Will Go Away: Ostrich Effect The annual employee survey came out almost a month ago, and there it is, sitting right at the top of your inbox. “My employees love me,” you tell yourself as you continue to ignore the document and move right along into the day’s tasks.

As you continue to work through the emails, you see it: One of your best and brightest has put in her two weeks’ notice. You do not understand; how could she leave? You love this company and the work you do; doesn’t your team?

Annual surveys, customer feedback, yellow/red status updates, and financial results are just a few things we ignore because of the ostrich effect. Our desire to enjoy life and stay happy can lead to us to impulsively ignore negative information.

Have you ever avoided looking at your latest bank statement, but cannot wait to open your child’s report card? We are drawn to positivity, but for things we know either subconsciously or consciously are going to be bad, we often drag our feet.

According to research by Loewenstein and Seppi, investors tend to review their holdings 50–80 percent less often in a down market versus a rising or flat market.

According to research by Loewenstein and Seppi, investors tend to review their holdings 50–80 percent less often in a down market versus a rising or flat market.

If you are avoiding your portfolio, you are not alone.

Identification and Mitigation Techniques For each of these biases (and many more), there are a few ways to both notice you are succumbing to them and mitigate their effects.

Understand the problem you are trying to solve.

Take time to reflect on the situation at hand and try not to be reactive. Remember that what you initially see may not always be what it seems.

Collect diverse input.

Reach out to those who might be able to play devil’s advocate or could provide a different angle than you or your team can. Incorporate that feedback into your decision.

Think forward to what consequences a decision will bring.

Instead of reacting and focusing on the decision that needs to be made, think forward to the potential consequences of your decision—and whether they’re good or bad. If possible, compare those consequences to those of alternative decisions.

TYPES OF BIASES OSTRICH EFFECT

OUTCOME BIAS

OVERCONFIDENCE

Tendency to avoid negative

Tendency to value a decision based

Tendency to believe you are more

information

solely on its outcome and not by the

certain than you truly are for a given

decision’s quality at the time of the

question

decision

Research by George Loewenstein and

Gamblers continue to play in casinos

Blockbuster was presented with the

Duane Seppi determined that people in

because they think they could win a large

opportunity to buy Netflix for $50 million in

Scandinavia looked up the value of their

sum of money.

2000, but decided not to purchase Netflix

investments 50–80 percent less often

(now with a market cap of greater than

during bad markets.8

$50 billion). The decision was based on the current movie-rental market, without the vision to see the changing landscape. 9

42

THE JABIAN JOURNAL

Be willing to compromise.

recognize and avoid biased decisions. At the least, it is nice

In some cases, there are clear-cut decisions; in others, the

to know the beach is a safer family vacation option than

solutions’ outcomes are not as black and white. Be open

the farm!

to suggestions and modifications to ensure buy-in for the decision.

Jimmy Mitchell jimmy.mitchell@jabian.com

Let multiple hypotheses drive data, not the desired outcome.

For the decision at hand, build multiple hypotheses and try

Andrew Thompson

to prove or disprove those with the data available. If conflict-

andrew.thompson@jabian.com

ing hypotheses can be proven, you may not have enough information at hand to make the decision.

Embrace curiosity.

Do not be afraid to ask questions. The adage, “Better to keep your mouth closed and let people think you are a fool than to open it and remove all doubt” could not be further from the truth when trying to solve a tricky problem.

References: 1 Ritov, I., & Baron, J. (1990). Reluctance to vaccinate: omission bias

Reference and learn from experiences and situations.

and ambiguity. Journal of Behavioral Decision Making, 3, 263-277

As we mentioned, many biases are good. Leverage your

2 TED Talk, Predictably Irrational, etc.

knowledge and experience to guide you and your team to an

3 http://www.durangobill.com/MegaMillionsOdds.html

effective decision.

4 Pronin et al. (2002)

Individually, none of these mitigation techniques will

5 fivethirtyeight.com

solve your problem. In addition, we often fall victim to

6 Levin and Gaeth (1998)

multiple biases concurrently. Leverage these techniques

7 The Universal Book of Mathematics: From Abracadabra to Zeno’s

in combination with one another to effectively mitigate biases you regularly encounter in the workplace and your personal life.

We encounter a great deal of decision-making bias daily. For most, moving forward with a biased decision is

Paradoxes 8 Zweig, Jason (September 13, 2008). “Should You Fear the Ostrich Effect?”

The Wall Street Journal. pp. B1 9 http://variety.com/2013/biz/news/ epic-fail-how-blockbuster-could-have-owned-netflix-1200823443/

appropriate. For the small subset of important decisions

10 Greenwald and Banaji (1994)

requiring more objectivity, we should be mindful to

11 http://medical-dictionary.thefreedictionary.com/Delaney+clause

REACTANCE

STEREOTYPING

ZERO-RISK BIAS

Tendency to make a choice opposed to

Basing one’s perception of another

Tendency to prefer complete

the guidance received because of the

on a generalization of that person’s

elimination of smaller risks rather

perceived loss of freedom of choice

gender, ethnicity, personality, etc.,

than an alternative that produces

without having actual information

a much greater risk reduction, but

about that person

doesn’t fully eliminate the risk

Frequently seen with parent/child

Participants from a study by Greenwald and

The Delaney clause, part of the Food

relationships; kids tend to want to go

Banaji were asked to pick out famous names

Additive Amendment, outlaws cancer-causing

to their friends’ houses more when

from a list. In cases where they chose names

additives in foods (regardless of the actual

their parents tell them they are not

that were fictionalized, they chose males

risk and other ingredients that could cause

allowed to go.

names by a 2-to-1 ratio.10

other complications). 11

FA L L 2 018

43

THE BI A S FIELD GUIDE: A ROA DM A P FOR SUCCESS Part 2

Planning for Bias

By Jimmy Mitchell, Danal Slay, and Andrew Thompson

Understanding the variety of biases that can affect our decision-making in process design.

hink back to the year 2000.

In the spring of 2000, one specific

Its leadership was unable to empathize

Most of us felt good about

startup pitched its revolutionary busi-

with its customers and recognize how

surviving Y2K and entered a

ness model: a delivery subscription

its processes undermined customer

new millennium with a strong

video rental service with no late fees.

loyalty to the Blockbuster brand.

U.S. economy riding the tech bubble.

The startup’s executive team nearly

At the time, if you wanted to watch

got laughed out of the Blockbuster

bias in its processes. Among the many

a movie, you either went to a theater

CEO’s office for proposing a $50 million

biases Blockbuster executives showed

or rented a video tape from a brick-

valuation to integrate with

was overconfidence bias: They thought

and-mortar video rental store—likely

Blockbuster’s enormous footprint

they could do anything their competi-

Blockbuster. As the clear market

and create a “click-and-mortar”

tion could do, but better.

leader in a well-established industry,

video rental model.2 You may have

Blockbuster sat atop the video rental

heard of this startup. It’s called Netflix,

world. It had shaped the future of the

and it now has a market cap of about

industry, as it had for a decade. Or so

$160 billion.3

it thought.

In its market-leading position,

Why would Blockbuster’s leader-

A big cause for this oversight is

BIASED? WHO, ME? To set the stage for identifying bias

ship not realize that a better, more

in process design, we must first

Blockbuster benefited from a process

customer-centric model existed?

provide background by defining and

that was not customer-centric—and

As the existing state of business

classifying decision-making biases

did nothing to change it. The video

processes become ingrained in leader-

(lest we fall victim to optimism bias:

rental behemoth profited from late

ship’s thinking, it is easy for them to

thinking each of you has read

fees. The company attributed 15 to

become near-sighted about competi-

our previous article on decision-

20 percent of its revenue to late fees

tion, strategy, and how processes

making biases).

in a given year.1 Feeling invincible,

affect customers.

Blockbuster saw no reason to change

Count this among the many reasons

Nearly every decision we make is biased. In most cases, this is a good

its model or listen to startups pitching

Blockbuster ultimately filed for

thing. Instead of analysis-paralysis,

new business models.

bankruptcy and liquidated its assets:

our instincts and experiences help us

44

THE JABIAN JOURNAL

FA L L 2 018

45

narrow down the choices to a manage-

Blockbuster could easily have decided

bigger concern: cost or time? Must

able set of options. What shapes our

to purchase Netflix is an example of

everyone leave and arrive at the same

final set of options or choices are

hindsight bias.

time, or is simply getting there the

cognitive biases.

In some cases, biases are helpful.

While the effect of this example is larger than most process decisions in

only concern?

Additionally, you must consider

Think about the last time you went

your daily life and business, you never

what to take with you. What’s your

to a networking event. You either

fully know how the bias you use now

destination’s climate that time of

approached or were approached by

will affect future results and outcomes.

year? Does your transportation mode

a stranger, and both of you started

However, employing basic tactics

constrain what you can bring? Can you

to ask general questions: “How are

to avoid as many biases as possible

buy what you need when you get there,

you?” “What do you do?” “Where did

should improve your company’s ability

or does your preparation make or break

you go to school?” Through the small

to operate.

the trip?

talk, you formed an opinion about that person and began to ask leading questions—questions to confirm the

As you can see, there is a process

WHAT ARE WE DOING HERE?

assumptions you’ve made about that person.

You might also subconsciously start

that you follow each time you take a trip. Next, we break down the stages of process design and discuss how bias

Let’s set the stage with an example

might influence your decision.

we’ll draw upon throughout the

to mirror the language and actions of

article: We want you to imagine that

the other person, even if those traits

you’ve agreed to plan the next family

are not normal for you. These may

trip. Before you and your family get

seem irrational (or you may not even

to departure day, you must consider a

Goal Setting and Scoping

be aware you do this at all), but you

significant number of variables.

As we do with nearly any type of

employ the confirmation bias and

PROCESS DESIGN

The process potentially started

project, we must start with the end

mirroring to improve the chances that

years ago. Where have you been in the

in mind. Too often, we forget to ask

you build a strong social connection

past that you’ve enjoyed? What about

the most important question:

with the other person.

the rest of your family? Are there

Why? We know something can be

places you’ve been that they haven’t

improved, but without a goal, the

gain an acquaintance and potentially

had a chance to experience? Or is your

improvements could actually under-

a business partner or friend in

family a collective creature of habit?

mine the overall process.

the future.

Are you looking for time to just “get

In other words, biases help you

In other cases, biases are unhelpful.

Our first bias crops up here: the

away,” or does the family need to

curse of knowledge. We tend to think

They can limit information or reduce

spend some time together bonding,

others have the same information

options in certain situations, which

outside of the normal routine?

we do when making decisions. This

can lead to terrible results much

Depending on the goal of the trip,

is especially important when setting

further on. Take our introductory

what you do, where you go, and how

goals. Because we think others have

example: Overconfidence bias in

long you stay could vary widely.

the same information, we assume their

Blockbuster’s business model led

You must also think through the

it down a path of irrelevancy and,

logistics of getting there. Are you

ultimately, liquidation. We must

driving, flying, or taking another

acknowledge, however, that assuming

mode of transportation? Which is the

46

THE JABIAN JOURNAL

“rational” choice is to have the same goals for a project’s outcome as we do.

Also, for whom are we designing the process? Without considering the end

As we do with nearly any type. of project, we must start with. the end in mind. But without. a goal, the improvements. could actually undermine the. overall process.. customer, we could design a process

In our example, we’ve traveled

that’s great for the operator and

enough to know that we do well once

terrible for the customer.

we’re on the plane, en route to our

In our vacation example, we must

destination. We also do really well

set a goal for designing the best

managing our time during the vaca-

process we can: Are we looking for

tion. What stresses us out, however,

efficiency first, or cost savings?

is what happens before we board the

What about enjoyment? Are we able to

plane to our destination.

cope with intense stress throughout

Scoping also allows us to avoid the

the trip, or do we want to enjoy the

analysis-paralysis that inhibits many

ride? Are we traveling with others

improvement or design projects. When

and need to consider them, or are we

scoping, it’s not just important to

going solo?

capture the boundaries of the process

By starting with the outcome we’re trying to achieve, we purposely employ another bias in our favor: outcome bias.

Suppose we have a family of four

you’re solving for, but the information you’ll need to solve for it as well.

The need for too much information is called information bias, the belief that the more information you have,

and we all agreed that our high-level

the better the decision. Sometimes,

goal is to reduce everyone’s stress as

having too much information

a part of this trip. We’ve agreed we

(especially irrelevant information)

have about a week to get away and that

can slow down your ability to make

flying will be much less stressful than

a decision, or even lead to a sub-

driving to our destination.

optimal decision.

Now that we’ve determined our

When planning for trips (and in

goal, how much process and planning

other situations), we often tend to

should we apply to the details of the

fall victim to this bias. In our example,

trip? Do we want to change how we

we could think that a place that sleeps

plan each day, or do we want to tackle

12 is a better value than the one that

a pain point from the past? We could

sleeps eight, but if we have four, does

go all out, from luggage choices and

it really matter? Why do we care if

security pre-screening needs to

our vacation spot has high-speed

unpacking—and starting to work back

Wi-Fi if we don’t plan on bringing

up afterward.

our computers?

We could also just choose one small

To limit the amount of information

portion of that process. We could easily

we need to make the most optimal

get caught up by including too much

decision, we must determine and

scope—or leaving too much out—but

prioritize the factors that truly influ-

scoping is another important step

ence the outcome we want.

to ensure you and others focus your energy on the critical decisions.

If our goal is to reduce everyone’s stress, we may opt to take the time to

FA L L 2 018

47

interview to get TSA pre-check status,

doing so, we find that getting to the

opportunities. At the higher level, we

take our time with packing, and drive

airport and clearing security are where

cannot change the fact that we have

back roads to the airport.

most of our stress is generated.

to pack our luggage and clear airport

From here, we more thoroughly

If our goal is to minimize the

security (unless we buy everything at

time for packing and going through

define the stress-inducing areas of

our destination or avoid the airport

security, we may stuff everything into

the process. For getting to the airport

altogether—options we ruled out

as few bags as possible and check our

through clearing security, we walk the

during scoping). But we can start to

luggage through to our final destina-

process and find that today, we follow

change things at this level.

tion. If our goal is to reduce stress, the

these steps: Analysis and Design

airline baggage fees may be irrelevant.

If the goal is reducing time, who cares

GET TO AIRPORT

how many of our toiletries we can

bring with us?

Get in family car and drive to

Get luggage in family car airport

Now that we’ve added more definition to our process, we should add data to the steps. We know our goal is to reduce stress in the process. Now,

Process Definition

Park at the airport

we want to avoid what is called

Once we’ve determined our goal for the

Leave car and board airport parking

shared information bias, the tendency

overall trip and scoped what we want to improve, the next step of the process design is to define the process.

First, we must map out the highlevel process as we, the end customers, experience it. Too often, processes are mapped out with egocentric biases; in other words, the process design and definition is weighted too heavily on the person defining it and not from the point of view of the person at the center of the outcome.

In our example, we’re concerned only with reducing stress. What hap-

shuttle Arrive at airport terminal CHECK IN Download airline mobile app Check in before arriving to the airport to reduce steps required once there Use curbside check-in to avoid crowds at check-in area inside airport Ensure baggage reference numbers show up in mobile app Proceed to security

pens with our luggage once we drop it

SECURITY

off is irrelevant for our process design

Stand in line

and outside of our control.

Find ID and boarding pass

For our scope, we start with the high-level steps of:

Present ID/pass to TSA agent Get to security conveyor

to spend more time on information we each know instead of information the whole group does not.

We could spend time talking about why we have to go through security at the airport in the first place, but that’s neither new nor relevant to our outcome. After some discussion, we each identify the major stressors in the process at this level: Fitting everything and everyone into the family car The uncertainty about when the airport parking shuttle arrives Having to take off your belt and shoes Having to unpack and repack your toiletries at the security checkpoint

Take off jacket, belt, and shoes

Pack luggage

Unpack toiletries

Now that we’ve identified our major

Get to airport

Load all items on conveyor

stressors, we can just solve for them

Check in

Walk through security checkpoint

one by one, correct? There are four of

Clear security

Retrieve and put on jacket, belt,

us. Suppose one person solves for each

Board plane At this level, we can determine

whether we have enough detail to

and shoes Repack toiletries

to the group. How often are we asked

Leave conveyor and head

in our day-to-day world to divide an

toward gate

issue, solve it, and share our solution with our team members?

determine where we need to focus to improve the process—or whether we

stressor and shares the result back

Building more detail into these

If we go about process analysis and

need more. To avoid information bias,

steps allows us to evaluate more deeply

design in this fashion, we’re bound to

we each assign a value of stress to each

where the stress points of the process

suffer from two more biases: availabil-

step of the high-level process. After

are. It also produces improvement

ity bias and false consensus bias.

48

THE JABIAN JOURNAL

False consensus bias would. have us think something that. works for us will work for. everyone..

determine the root cause of the issue.

the longevity of a business, such

to focus only on the information

If we do this, we might find we can

as Blockbuster’s decision to spurn

available to you, is problematic when

eliminate two major stressors

Netflix.

teams are asked to divide and conquer.

(packing the car and waiting for the

Instead of creating solutions that are

shuttle) by hiring a rideshare service

Jimmy Mitchell

beneficial to the entire process and

to bring us to the airport (root cause

jimmy.mitchell@jabian.com

outcome, solutions can be localized to

of both issues: using our own car).

the point of irrelevancy. For example,

We could eliminate the other two

Danal Slay

if we’re focused only on solving for

issues by applying for TSA pre-check

danal.slay@jabian.com

the uncertainty of airport parking

(root cause: going through the

shuttle arrivals, we may make a

standard security process).

Availability bias, or the tendency

localized improvement opportunity

As we walked through planning

that routes us to a separate airport

a trip, you can see the number of

parking facility. If we had a broader

decisions required. More importantly,

perspective, we might see solutions

you can see how biases significantly

that weren’t apparent just solving for

affect the efficiency and effectiveness

the shuttle issue.

of the process. We only scratched the

On the other hand, false consensus

Andrew Thompson andrew.thompson@jabian.com

surface with the decision-making

bias would have us think something

biases introduced here. Knowing which

Sources:

that works for us will work for

biases you are susceptible to, and

1 A nderson, Mae and Liedtke, Michael, “Hubris—and

everyone. If we’re tasked with reducing

the impact of each, allows for better

stress over removing belts and shoes,

process design from the beginning and

we may ask everyone to wear gym

less rework on the back end.

clothes and flip-flops to the airport.

that affects our personal lives. The

but may not be acceptable travel attire

same process design framework and

for others.

biases apply to business decisions,

Instead, we should attack each

2010, http://www.nbcnews.com/id/39332696/ ns/business-retail/t/hubris-late-fees-doomedblockbuster/#.WwhI50gvzD4

Our family trip example is a process

That may work for some in the group,

of these issues as a group and

late fees—doomed Blockbuster,” NBC News, 23 Sept.

from small ones that affect only a few people, to large ones that affect

2 Graser, Marc, “Epic Fail: How Blockbuster could have owned Netflix,” Variety, 12 Nov. 2013, https:// variety.com.

3 “Netflix, Inc.” Google Finance, 25 May 2018, https://www.google.com/search...nflx...finance.

FA L L 2 018

49

JUNE

18

REQUEST

By Dwayne Foster and Jackie Gildea

50

THE JABIAN JOURNAL

Agile and Demand Management: Giving Everyone a Seat at the Table

Moving your organization toward Agile may not be as scary as you originally thought, once you understand how to map Agile concepts with traditional Waterfall delivery methods.

In the IT world today, if you’re not

Work Intake: A common approach for

already Agile, or at least thinking

engaging an organization’s resources

about “going Agile,” you are behind

(a request).

the curve. However, as organizations embark on their own Agile journeys, we often hear, “What about our

Estimation: A consistent method of

previous investments in processes and

quantifying the resource needs for a

frameworks? Do we throw them away

request.

because Agile doesn’t use them?”

Using a specific example of a

traditional Waterfall process, Demand

Resource and Financial Capacity

Management, we will demonstrate

Management: An organization’s

how your defined processes (with some

ability to deliver against the demand

tweaks) can actually fit directly into

for its services (requests).

the Agile framework.

Before we go too far in discussing

how Demand Management is adapted

Scheduling: The optimal alignment

for Agile, we should remember how

or allocation of available resources to

it works in a Waterfall environment.

meet the demand for service.

Demand Management is traditionally comprised of four core capability areas:

FA L L 2 018

51

To successfully make the transition, the organization must adapt both its mindset and approach to critical Demand Management activities from the enterprise to the team level.

capital the organization wants to

In most Waterfall organizations, senior leaders are responsible for com-

devote to each of those products (aka

pleting each of these activities during

value streams). While on the surface

annual planning. These activities help

this may sound straightforward and

the organization’s executives under-

similar to how organizations distrib-

stand where to flex resources based on

ute funding today, doing it correctly

project demand during different periods

will feel very different than normal

of the year.

annual planning. For example, these planning sessions should now involve

As we begin to look at Demand Management in an Agile environment,

both business and IT together and

it is critical to understand that the

should extend beyond the Executive

focus shifts from funding and priori-

teams and include individuals from the

tizing individual projects to investing

delivery teams.

With the firm’s priorities and its

in the full scope of products and value the organization wants to deliver to its

focus defined for the next six quarters,

customers.

the individual IT delivery (scrum) teams within those value streams

Making the Transition

are now responsible for collaborating

So, when teams want to throw frame-

with the business to define the work

works out the window for Agile, how do leaders hang onto their Waterfall processes like Demand Management?

First, it is critical to understand that Agile is not the Wild West. It, too, is a framework in and of itself, with defined processes and methodologies.

While most people are familiar with some of the key differences between Agile and Waterfall, including basic nomenclature (e.g., requirements versus user stories), it is important to remember that the approach to delivery, and parties responsible for completing key activities are also changing. This means simply changing the vernacular does not make Demand Management “fit” into an Agile environment. To successfully make the transition, the organization must adapt both its mindset and approach to critical Demand Management activities from the enterprise to the team level.

Let’s walk through those shifts in mindset and how to best implement them in your organization.

Enterprise At the enterprise level, instead of traditional annual planning, IT and business leaders will come together to define the organization’s strategic initiatives for the next six quarters.

These initiatives should be sufficiently high-level to apply across several business units, but specific enough to be measured for success.

At the same time, executives should shift from planning and funding specific, requested projects. Instead, they must focus on defining the value and products they want to continue to deliver to and improve for customers (i.e., value streams).

THE JABIAN JOURNAL

based on available team resources and their average velocity (throughput).

However, as the business reviews and revalidates priorities and strategic initiatives every few quarters, it has newfound flexibility to reallocate investments and stay ahead in a competitive environment.

These two concepts—funding initiatives over projects and including delivery teams in strategic planning— may seem unorthodox. But bringing those responsible for completing the work to the table earlier in the process improves engagement level, sets expectations, and builds trust between IT and the business.

Now comes the fun part. With funding now viewed as investment potential, executives can focus on answering one question: “Based on the money we have, what products do we want to invest in to provide increased value to our customers?”

The answer depends on aligning strategic initiatives with the value streams to determine how much

52

they can commit to completing (epics)

This decentralized approach to Demand Management is a key component to an Agile environment, as it offers individuals completing the work the opportunity to influence it.

owner then prioritizes the next set

business. As the teams and the

of stories the team will tackle (that

organization mature, the firm may

is, he or she “grooms the backlog”).

introduce continuous deployment.

• Estimation becomes story point estimation.

Agile may not be as scary as you

next set of priorities, they will use

originally thought, but will still take

their own estimation technique

time and the right mindset and buy-in

(T-shirt sizing, poker, etc.) to assign

across the organization. Many of the

a certain number of story points to

activities completed under a Waterfall

each of the user stories.

approach continue to occur; while

resource based) becomes previous velocity scores, plus story-point poker, plus the team calendar.

In addition to a new seat at the enterprise table, individual teams that have migrated to an Agile delivery model carry an approach

organization to determine “how not an all or nothing framework and

user stories, the scrum master

can be adapted to fit your organization,

reviews the proposed stories and

but everyone needs to be aligned on

their points against the team’s

what that means. The business and

velocity—the average number of

IT must have strong communication,

points a team completes within

alignment, and participation to gain

a sprint.

the true value of this framework.

the team’s velocity and serves

previously, Demand Management has

as the baseline against which all

four key components: work intake,

sprints are planned and commit-

estimation, capacity management,

ments are made. The scrum master

and scheduling.

can modify the velocity if he or she knows an individual will be out

sprint, the individual scrum teams go

of the office for a week. This helps

through their own set of ceremonies

identify how many stories the team

that align very closely to those key

can safely commit to and further

Demand Management components.

helps set priorities and manage

A s the work is defined during

Next, begin to hold conversations with the appropriate parties in your much” Agile is right for you. Agile is

their own processes. As mentioned

grooming.

ship may change.

requisite points to all the queued

This number effectively represents

• Work intake becomes backlog

frequency, terminology, and owner-

Once the team has assigned the

to Demand Management through to

In an Agile world, during every

First, understand that moving toward

Once the team has agreed on the

• Capacity management (purely

Team

Tying the Two Together

dependencies.

• Scheduling equals continuous

Once your organization agrees on what Agile means, begin to transform the way planning occurs at the enterprise level. Move away from funding based on requests or ideas.

Transition toward investments based on expected value.

Finally, begin to consider what this transition means for your people. How do titles or role expectations change?

What resources does the organization need—or no longer need? These conversations will clarify how Agile looks in your organization.

integration.

strategic planning sessions into

Teams should focus on continuous

larger epics, the team works with

integration. This technique regu-

their product owner to break those

larly combines all the work each

larger bodies of work into features

scrum team within the delivery

and even more discrete user stories.

stream has completed to deliver

With an increased understanding of

a full piece of functionality to the

Dwayne Foster dwayne.foster@jabian.com Jackie Gildea jackie.gildea@jabian.com

the business initiatives, the product FA L L 2 018

53

JABIAN INTERVIEW:

HOW TO AVOID THE DARK SIDE OF AGILE CAMERON FARAH

Many companies have begun to embrace Agile methodologies within some or all of their IT development teams. As this transition gains traction and yields positive results, companies begin to consider rolling out Agile further across their enterprises, hoping to replicate and capture this success on a broader scale. These decisions may be partly based on herd mentality (keeping up with competition or the latest industry trends) or belief in the pure theory of why Agile is such a great methodology. What many enterprises fail

Cameron Farah is a Vice President of Product Management at Cox Automotive. He has been working with software teams at the enterprise level as well as startups for more than 20 years. Cox Automotive Inc. makes buying, selling, and owning cars easier for everyone. The global company’s 34,000-plus team members and family of brands are passionate about helping millions of car shoppers, 40,000 auto dealer clients across five continents, and many others throughout the automotive industry thrive.

Cox Automotive is a subsidiary of Cox Enterprises Inc., a privately-owned, Atlanta-based company with revenues exceeding $20 billion.

to see, is that if shortcuts are taken and the full organization isn’t fully invested in effectively transitioning and transforming to Agile, there are several pitfalls they could encounter.

The intent of this interview is to expose, not only the positives about Agile, but also the “Dark Side,” to help organizations that are either considering adopting enterprise-wide Agile or are currently struggling to do so.

54

THE JABIAN JOURNAL

THE DARK SIDE OF AGILE .

Jabian: As a product person, how

and you have dependencies on other

do you get the business side of

teams to be able to build and deliver

product thinking and performing in

your capabilities so that you can be

a similar way?

successful. Yet other teams function in different ways and on different time

Cameron: I’ve been at places in the past

lines which makes it agonizing to build

where product people were a part of the

enterprise applications.

process, but they were loosely coupled.

Now, at Cox Automotive, we are

In some organizations, product actually

following the Agile methodology as

reports to engineering (IT), but for us,

an enterprise. When we do quarterly

it’s important to have the tie-back to

planning where we’re laying out what

the business. The product manager

we are going to build for the quarter,

being embedded in the engineering

it can get crazy. Crazy because all the

team supplies them with their features

interdependencies start to get passed

and breaks them down to user stories,

around to other teams. So, teams such

and then works with the teams to

as the ones that I manage start with

execute. But that product manager ties

a focus on what we need to build to

back to a more senior level product

deliver on our portfolio investments

leader. The product leader really is

and the initiatives that we’re driving.

driving the strategic roadmap of the product that’s being worked on.

At other places, you would see

That’s great. But as the planning starts to get tighter and tighter, or coming closer to an end, you start to

gaps in the deliverable. You could see

hear about integration points or other

aspects of what was coming out of

capabilities that the other teams need

the scrum teams that just didn’t quite

you to deliver in order to help them

line up to where we wanted to go. And

be successful. In these discussions,

when I say “quite line up,” I’ve seen

you have to make trade-offs. That’s

some pretty big misses. This is very

part of the challenge you face as a

different from what is happening at

business, but enterprise-level Agile

Cox. The product manager is tied to

helps give us enough structure to

the product leader who is a part of the

manage that complexity.

product organization. From a leader-

IF YOU’RE NOT EFFECTIVELY COMMUNICATING, PEOPLE AREN’T ALIGNED TO WHY YOU’RE BUILDING WHAT YOU’RE BUILDING; THEN YOU’VE GOT A BIG PROBLEM.

So in the end, the intent is to bring a

ship standpoint, we’re constantly

lot of visibility to what has to be done,

trying to communicate our direction,

and then there are decisions as to what

not just within our organization, but

we’re going to do and not do, and then

across the company so that other

communicate back out not just within

teams can hear and understand what

our teams, but to all other dependent

we’re doing and why. At least in the

teams. At the end of the quarter, we

Cox Automotive way, I think we’ve

have a clear alignment on the work

been more successful implementing

that all teams will focus on.

an Agile methodology than in other companies that I’ve been in.

Jabian: What are some of the biggest challenges you have seen when it

Jabian: What are some of the critical

comes to adopting Agile?

lessons you have learned from your experiences with Agile?

Cameron: Everybody has their own definition of adopting Agile. In my

Cameron: I can think of one company

career, I’ve seen what I’ll call “dif-

I worked at where the teams were

ferent levels of adoption.” I’ve seen it

using Agile, but the other parts of

where the term Agile was used, and

the company weren’t. You are doing

work was done in sprints, but little else

your planning and sprint reviews,

was really Agile.

FA L L 2 018

55

.JABIAN INTERVIEW

of the company that really shapes what

alignment. We start with a portfolio

you are really committing to execute

gets communicated and what doesn’t.

investment. We are going to take a

using Agile as a Methodology. I’ll give

One of the core tenets that Sandy

chunk of money and sit there and say,

an example from another point in my

Schwartz, the CEO of Cox Automotive,

we need to build certain capabilities.

career where we did “Agile.” I had to

communicates to all of us is to be open,

These are the expected outcomes

take one of my project managers and

honest, and direct. In some companies,

when we complete this investment.

throw them onto a scrum team. They

that may be a statement, but it really

The investment then gets reviewed

were participating in ceremonies and

is culturally ingrained here. I think

by architecture and engineering to

stand-ups, but they were not solely

anybody who’s been in any business

give shape to the work required to

committed to the team or solving

environment understands you have

complete it. The documentation really

The main challenge is whether

problems in real time. This led to the team not having a really strong understanding of why they’re building what they’re building, and sometimes that reflects in the final output in the sprint review. The translation from a business-level epic to the user stories engineers were creating against would not align.

Jabian: How do you think the teams can best leverage their leadership in an Agile environment?

Cameron: I think you have to be committed to communicating what you’re doing, and more importantly in an Agile environment, what you’re not doing. This is a time investment that senior executives are committing

STANDING UP THE TEAM STRUCTURES IS GOING TO BE HARD AND PAINFUL. MOST ENTERPRISES DON’T LIKE CHANGE.

to. They’re saying it is important that we build these capabilities and deliver

limited resources on what you can

kicks off at this point and is reviewed

on the value proposition. This is built

execute and deliver. You have to make

by senior leadership for them to say

into what we do, and helps bring that

trade-offs. That’s one of the challenges

it is useful and will deliver value to

visibility up to the Sr. VP level. At the

that you face as a business.

the business.

back up with executives on what we

Jabian: Documentation tends to be

pared down to the capabilities

are delivering. It’s hard to imagine

much lighter when it comes to Agile,

needing to be built, and then you start

not giving that visibility back into the

and there have often been misconcep-

getting into more traditional Agile

business at an executive level, because

tions that there is no documentation

elements of epics, features, and user

at some point, the question will arise

needed as part of Agile. What are your

stories. On top of that, we also build

as to what we are building and why.

thoughts on creating documentation

roadmaps for the product so we have a

as part of Agile delivery, and then,

view of where we’re going and can tie

Jabian: How do you feel that impacts

what documentation, if any, is still

back to the portfolio.

transparency? Do you feel like there’s

critical to success?

After this, that document gets

end of every quarter, we’re syncing

From my standpoint, the word “documentation” can get a bad rap,

an impact to what they’re willing to share, or do you feel like it’s a little bit

Cameron: We definitely do a fair

but it’s as simple as what I said earlier.

more of an open environment in an

amount of documentation at Cox

It boils down to communication.

Agile world?

Automotive. It isn’t excessive and

If you’re not effectively communicat-

I don’t find that it slows us down.

ing, people aren’t aligned to why you’re

Cameron: I don’t know if it’s Agile that

Documentation isn’t just about

building what you’re building; then

really shapes that, or if it’s the culture

communication, it’s really about

you’ve got a big problem.

56

THE JABIAN JOURNAL

THE DARK SIDE OF AGILE .

Jabian: What is your perspective on

here at Cox, and they vary from some

know what’s going to be delivered.

business testing in an Agile world?

of the other places where I’ve worked

An effective planning process will

Does it differ from a Waterfall

that had not really committed to Agile.

eliminate that; but you need to fully

approach? And if so, how?

The lack of commitment of resources

commit to Agile and the resources in

and lack of communication are the two

order to accomplish it.

The Agile Methodology has evolved

Cameron: We’re building things that

areas that I felt most impacted delivery

touch all solutions within our business.

and made it exceptionally hard to get

to support enterprise product delivery

And if we are not doing a thorough

work done.

in the last 15 years. Because of that,

and complete job of understanding,

Standing up the team structures

when you shortchange the process

or testing our integration points, and

is going to be hard and painful. Most

and/or resources, it has an effect

closely working with our partners

enterprises don’t like change. The

which you are going to feel sooner or

who are being affected by our code,

culture can be very different, and

later. My recommendation is: spend

that’s going to have bad repercussions.

change can oftentimes be viewed as

the time, understand your resources,

To avoid this, we work diligently to

bad or negative. If the culture is averse

understand the methodology if you’re

notify affected solutions and internal

to change, you’re going to have to

going to adopt it, and then commit to

customers what is going to be released,

invest time and effort on education,

implementing them. You will probably

and we discuss the potential impacts

as well as getting the right people in

do your own shifting as we’ve done at

of those. The misinterpretation of

place, and build a roll-out plan that

Cox Automotive, but it’s not shifting

what might be a more traditional Agile

implements Agile starting with one

away from Agile, it’s introducing new

approach to testing can be dangerous

part of your business. You’ll learn

things that didn’t necessarily hit the

in an enterprise environment.

invaluable lessons from that first

mark on level of engagement or level of

implementation that can be used to

communication that we felt needed to

Jabian: In your experience, how have

make additional implementations

be done. But, that’s not a criticism, we

you seen Agile best executed? What are

more efficient and effective in other

just had to evolve for our own needs as

some of the keys to successful Agile

parts of your business.

to what we were doing.

implementation? And then, what are

Understand the pitfalls and don’t

Those are the key elements that

some of the pitfalls to avoid the quote-

be afraid of them, but take them on

I feel will help, but how do you avoid

unquote dark side of Agile?

knowing there is a need to shift to this

the dark side? I think it is that commit-

new approach that is more iterative,

ment to resources, it’s understanding

Cameron: The best implementation

that gets products into the market-

why you’re taking on this methodol-

I’ve seen is at Cox, and what does that

place on a more regular basis faster,

ogy, and being wholly committed

mean? It means you’re committed—at

has a faster time to market, and gets

to it.

all levels. It means you have product

more feedback on your product so that

managers and UX teams who are

you can iterate more on that offering,

embedded with engineering teams,

and evolve it to suit customer needs.

continuously evaluating customer and competitive needs while working to

Jabian: What are some of the specific

build what customers and the market-

pitfalls to avoid, in order to stay away

place value. You constantly monitor

from the dark side of Agile?

and track the work in process using tools like Rally. You maintain flexibil-

Cameron: Not committing resources,

ity to shift priorities during the quarter

like I mentioned earlier. Not funding

due to changing business priorities.

specific roles on the team, such as

In an enterprise environment,

Nimesh Shah nimesh.shah@jabian.com Taarna Hopkins taarna.hopkins@jabian.com

scrum masters, and not committing

communication is paramount. How

product managers and UX to be

teams that have interdependencies

embedded with teams are just a few.

share information and communicate

You really need to commit to hiring the

is the basis of being able to build these

right people. Otherwise, you’re going

cross-team capabilities.

to have poor alignment of your product

These are some of the core tenets

INTERVIEWERS:

as far as what you wanted to build and

for really complex, hard, enterprise

what ended up being built. Another

Agile products that I’ve been delivering

compliant I hear is that people don’t

FA L L 2 018

57

Managing the “Big Rock” Projects

By Mimi Hall

Many of the typical principles of program management apply when you’re facing a major, cross-functional effort—the “big rocks” that you must move.

Let’s consider a few ideas for how to modify your approach in an Agile organization.

In Agile organizations, the ideal

we don’t typically see “normal”

train and value stream engineers at

is that teams sprint to deliver new

project management processes. We

higher levels of the organization,

or enhanced functionality. They

don’t assemble teams on demand.

generally focus on getting those

do this iteratively, getting quick

We don’t attempt to capture all

“little rocks” through the system,

feedback from the market and

requirements at the start of an effort.

while managing dependencies on

ultimately enabling a product vision.

Time-bound, scope-constricted,

We’re kidding ourselves, though, if we think businesses will

other teams or teams of teams.

So, what happens when you

and resource-constrained “projects”

stop having discrete needs to be

have a “big rock” that you want to

and “programs” (or really big

managed by at least some project

build? Who pays attention as that

projects) are terms of the past for

or program manager type roles.

goes through the “system”?

Agile evangelists, and often have the connotation of a four-letter word.

Typical Agile roles (see sidebar)

Adept program managers can

focus on priority, value, and

serve this role. They can mind the “big

productivity of the team. Let’s call

rocks.” A few “big rock” circumstances

standing and organized to deliver on

these focus areas “little rocks.”

may require your organization to

specific product value propositions,

Coordination roles, such as release

adopt program management:

In Agile teams that are long-

58

THE JABIAN JOURNAL

Agile Team Roles in Brief An Agile or scrum team is comprised of: A scrum master focused on team

Product owners representing the

Team members doing the

productivity and optimizing

voice of the customer on the team,

work, showcasing it, learning from

throughput of work through

and prioritizing work based on the

it, and adjusting to user and market

the team (i.e., the “system”).

most value delivered.

feedback.

• When you require a large, time-bound upgrade across

• Providing consistent documentation across teams and work streams.

• When changes in the regulatory environment demand compliance across products, with a centralized group across teams responsible for managing the details and providing progress updates.

speaking the same language. You can serve as a key translator to business

platforms—and it must happen while the regular work continues.

working with and ensure everyone is

What Changes in an Agile Organization?

partners and executive stakeholders to

While some aspects of traditional

the work at hand.

understand the size and complexity of

program management apply to the “big rocks,” Agile program managers will

Level of documentation (and possibly

likely need to make a few adjustments

where it’s stored): Negotiate the “right

to succeed with those efforts.

level of documentation” for your program. Ensure you have the visibility

Pace of requirements and software

you need into work that is in progress

development: Gone are the siloed days

or completed. This may not be in your

important customer demands a

of the typical software development

typical intranet or application life

special team to deliver the results.

life cycle. Work with your sponsors

cycle management tool. Instead, it may

A note about this, however: If it

to define the success metrics at the

look like a virtual whiteboard of sticky

happens often and the exception

highest level of the program. Defer

notes moving across. If you are truly

becomes the norm, you may

lower-level decision-making to

empowered to successfully manage

consider reorganizing teams

those who have the information

the program at hand, you will have

to deliver on specific customer

about how best to deliver on those

the power, access, and influence you

value statements.

desired outcomes.

need to ensure consistent data across

• When a custom request from an

teams so you can track the “big rock”

What in Program Management Stays the Same from Waterfall to Agile?

Frequency of cross-team and stakeholder

When serving as an Agile program

sprint demos (typically every two

ment is required when a big effort

manager, many traditional

to four weeks), challenge yourself

crosses workstreams. When capable

program management principles

and your team to integrate across

coordination across workstreams,

still apply, including:

workstreams. How often can those

and vertical and horizontal com-

integrations result in demos to end-

munication are vital for your success,

users to solicit feedback and update

consider Agile program management.

• A ligning program management practices with organizational culture, while balancing program deadlines and objectives.

• Defining success metrics;

to completion.

interaction: While it may not be at the same cadence of development team

The bottom line: Program manage-

your backlog(s) of work accordingly?

Mimi Hall Vocabulary: Work items may be called

mimi.hall@jabian.com

“stories, features, and epics.” And the

establishing processes to measure

change requests of yesterday are now

progress toward the desired busi-

called “enhancements.” Learn the

ness outcomes.

vocabulary of the Agile teams you’re FA L L 2 018

59

60

THE JABIAN JOURNAL

Badass Brands (and How You Can Have One)

I

n June 2017, a new power shook the box office. She was someone we were familiar with, a name we had heard and read about in the past. But she landed with a fury. Wonder Woman was back—and this time she was the star and heroine.

Similarly, the following February, King T’Challa led the 18th film in the Marvel Cinematic Universe (MCU).

After 17 other films, Marvel released something different: a film featuring a predominantly black cast, helmed by an African-American director.

Black Panther became the highest grossing film of 2018 at that point—the 11th-highest-grossing film of all

By Tara Sconzo and Elizabeth Cheney

time—and was lauded as “one of the best films set in the MCU.” These superheroes were unique. They high-

How (and why) you should challenge yourself to think outside the box, get feedback, and take risks so you can become a superhero in the workplace.

lighted women and African-Americans by putting them front-and-center, which is rarely the case.

How were these two characters—neither fitting the traditional superhero stereotype—able to bust through the ceiling of our cultural norms? How do we, unique and dynamic in our own ways, create personal brands that break through the monotony and shatter expectations?

First, think about who you are and what makes you different. How do you stand out among the crowd? Perhaps you’re someone who provides a unique, creative perspective on a team. Or your stand out quality may be as simple

FA L L 2 018

61

Leveraging your unique strength at the right time, under the right spotlight, can be what takes your personal brand to the top.

as having a reputation for meeting

superhero Wonder Woman exists, was

deadlines and delivering—that is,

attempting to catch up to what the

you make sure the work gets done.

MCU had done for 10 years. Marvel took

Your unique qualities may or may not be revolutionary, but they are skills or strengths you possess that others

Although Marvel had toyed with its assassin, Black Widow, and its tough-

you a team builder? Do you think big?

exterior Gamora, the studio never put

Are you strategic?

these heroines at the centers of their

Superheroes such as Wonder

own story. Wonder Woman, unique and

Woman and Black Panther are

feminine, was what the DCU needed to

obviously unique in principle (they’re

put itself back on the map.

definitely not like the rest of us!), but

To stand out, you must take risks,

they still have human strengths and

just as Warner Brothers did with Patty

qualities. King T’Challa, while physi-

Jenkins’ Wonder Woman. Regardless of

cally exhibiting superhuman strength

potential rejection by the masses, the

and speed, was also compassionate,

DCU brand took the lead by showcasing

with an extreme desire to protect and

an underrepresented demographic,

serve the people of Wakanda and right

to prove females could lead the way

the wrongs of his father.

and be just as popular as their male

Black Panther is Shuri, the younger

counterparts.

Though Wonder Woman in the past

sister of King T’Challa. Shuri’s

may have been mocked for lacking the

personal, non-superhuman, strength

strength of male superheroes, the 2017

is in her creativity and intellect as she

film earned worldwide acclaim and

manages the technology of Wakanda.

became one of the biggest blockbusters

Her uniqueness is obvious in her

of the summer movie season. Wonder

innovative spirit as she designs new

Woman took a risk and highlighted its

and exciting technologies.

lead character’s femininity and that

In what ways do you, like King T’Challa and Shuri, offer something

risk paid-off.

Third, leveraging your unique

different? If you struggle with under-

strength at the right time, under the

standing how you may be unique, take

right spotlight, can be what takes your

a self-assessment to determine your

personal brand to the top. Have the

strengths and how you can apply them

self-confidence to support your unique

to your professional and personal life.

strengths. Understand your strengths,

Second, once you’ve familiarized

leverage them to “wow” the crowds

yourself with your strengths and how

(just as Patty Jenkins did with Wonder

you add value, think about how to

Woman), and be willing to take the risk

leverage those strengths to stand out

to grow.

from the crowd. How do you find ways

As the DCU demonstrated in the

to stand out or step up, rather than

case of Wonder Woman, sometimes

follow those around you?

risking failure can bring out your

In a world of Batman remakes, the

THE JABIAN JOURNAL

made household names out of them.

may not. Are you compassionate? Are

Another standout character from

62

unfamiliar heroes such as T’Challa and

best work. Taking a risk can lead you

cinematic world never offered a solo

to think outside the box and bring

heroine who did all the saving. Patty

something unique to the table (and

Jenkins, director of Wonder Woman,

perhaps break a few records while

eagerly agreed to change that trend.

you’re at it). When we take risks and

She made a heroine the lead and

fail fast, we can often learn more

star character. At the time of Wonder

about our strengths—even improving

Woman’s release, the DC Cinematic

upon them—and can overcome our

Universe (DCU), under which the

weaknesses.

really did was to bring his roots and

in this intersection where we can truly

blockbuster to commit to a female

upbringing as an African-American

add value in the workplace, highlight-

superhero. By investing in that idea,

to the screen, providing cultural

ing our personal “superpowers” to fill

DC/Warner Brothers stood out among

representation. Diversity brings

a need in the workplace.

the competition. By standing out and

different ideas and changing view-

sharing value with the current political

points to corporate structure, teams,

Our strengths and interests today may

movement toward empowering

and individuals. In today’s changing

not be the same in the future. It may

women, Wonder Woman became a

climate, your brand should include

have taken Wonder Woman years to

new pillar for DCU.

some aspect of diversity and reinven-

finally make it to the big screen and

tion that provides a closer connection

few could have imagined Black Panther

to your audience.

breaking the records it did, but these

It was long overdue for a

Fourth, gaining a following can lead to a successful brand, but listening to your audience and understanding how

In hiring and enabling Patty

How will this change over time?

films helped advance and reinvent their labels.

your “superpower” serves your team,

Jenkins and Ryan Coogler, two

your leadership, or your customers can

cinematic directors who believed in

take you to the top.

something unique and different, both

of your company will shift over time,

As with Marvel and DC, the needs

Marvel and DC reinvented themselves.

providing new opportunities. Through

power with Wonder Woman and created

While their strengths had been classic

continuous personal growth—under-

a new strength for itself in a female

superheroes in the past, both labels

standing our strengths and interests,

brand. Although Marvel has yet to

saw a need to highlight new, modern,

challenging ourselves by taking risks,

release a solo female-hero film, they

unique films over time to connect with

and learning from our mistakes—we

found their strength in something

an ever-changing audience of movie-

can continue to add value and build our

equally (some might argue more so)

goers and comic fans.

personal brand.

DC lifted its portfolio of superhero

powerful—Black Panther.

The same can be said for our

Lastly, in order to stay relevant,

personal brands. Where do your

whether helming a comic book movie

of what Black Panther has achieved in

personal strengths and interests

or grabbing a “win” in the office, you

detail, but what director Ryan Coogler

overlap with professional needs? It is

must understand:

You could discuss the magnitude

• yourself and your strengths; • how and when to take risks; • today’s environment and the needs of your profession, your peers, and your marketplace; • and your flexibility for growth.

There will always be changes around the corner, so challenge yourself to think outside the box, get feedback, and take risks like Wonder Woman and Black Panther. The more you understand yourself and work to build your brand, the more likely you are to shatter box office records (or at least have a better day at work).

Tara Sconzo tara.sconzo@jabian.com Elizabeth Cheney e.n.cheney@gmail.com

FA L L 2 018

63

Back to Basics: Creating Strong Processes as a Foundation for Scalable Growth

By Lauren Abraham Mahoney, Katie Misel, and Jeff Siegel

64

THE JABIAN JOURNAL

Make operations scalable by improving your processes—by becoming more effective, efficient, and value-driven.

Streamlining operations is an

EFFICIENT: As I worked through the

important part of the path toward

season, was I able to cut the same

sustainable and scalable growth.

amount of grass faster? Was I able

Honing those operations to become

to cut more grass in the same length

faster, cheaper, and better is an ongo-

of time?

ing pursuit for most organizations.

However, sometimes process

CREATE VALUE: Did I mow well

improvement efforts, to document,

enough that I can now bring my child

analyze, and redefine a process,

outside to play ball without worrying

feel like change for the sake of

about knee-high weeds? Does the yard

change. How can you be sure the

have the curb appeal for the coveted

new process is stronger, and not just

yard-of-the-month award?

different? Let’s get back to basics and use the principles of “process excellence” to ensure changes lead to

Create Effective Operations

improved results.

A simple definition of process

An effective process is robust, and

excellence is a process designed to be

one that will continue to operate

effective and efficient, and one that

despite changing external factors.

creates value. To understand these

This means most business scenarios,

principles, we can apply them to an

or activities, that are a part of running

everyday task like mowing the lawn.

the business are accounted for during

80%

process design.

EFFECTIVE: Did I put enough gas in

Consider the Pareto principle—also

the mower to complete cutting the

known as the “80/20 rule”—which

whole yard? How well am I cutting

states that 80 percent of the effects

the grass? Are all the grass blades cut

come from 20 percent of the causes.

evenly? Did I miss any sections?

Focusing on the scenarios that drive

20% EFFORT

RESULTS

Pareto principle

80%

20% EFFORT

RESULTS

FA L L 2 018

65

80 percent of the results will ensure

practices to communicate the change

the process is robust enough to be

effectively. This ensures stakeholders

sustainable, without becoming overly

understand their changing roles and

complex. Using the facts to prioritize

responsibilities, drives adoption of the

reduces “noise” caused by anecdotal

new process, and ultimately delivers

pain points and prevents additional

greater value for the customer.

change to accommodate exceptions.

A process must be repeatable and standardized to be truly effective.

Be As Efficient As Possible

Documenting your process clarifies roles and responsibilities and helps

Being efficient means “achieving

ensure activities are consistently

maximum productivity with minimum

executed. Process documentation

wasted effort or expense.” Applying

standardizes the operation and

that definition to a process means

encourages an organization to define

keeping things lean and mean. When

how to repeat success.

designing a process, limit complexity

When teams understand

so it is easy to follow and control. It is

what is expected of them, they

much easier to repeat and manage a

understand what they are aiming

simple process than a complex one.

for. Documentation is typically a process flow diagram, but may include

Keeping a process simple means

anything that is useful or helps

limiting waste. Common acronyms can

enhance the consistency of the process

help identify and eliminate the eight

(e.g., spaghetti diagrams, checklists,

different types of waste to simplify a

Standard Operating Procedures, etc.).

process. Consider these:

The process owner is responsible for ensuring the process is documented,

TIM WOODS (transportation, inven-

executed, and governed successfully.

tory, motion, waiting, over-processing,

Documentation also enables

overproduction, defects, and staff) and

communication, which is an important part of making a process effective.

DOWNTIME (defects, overproduction,

Communication is key to ensuring

waiting, not using talent, transporta-

stakeholders understand what is

tion, inventory, motion, excess

expected for the inputs, execution,

processing).1

and outputs of a process. Metrics and reporting are also forms of

A form of waste that deserves

communication, providing feedback

particular attention is defects—or

on the process to help sustain and

errors—which cause unnecessary

optimize results. These become your

variation and possibly additional work

quality measurements. It is important

to make corrections. Error-proof your

to update process documentation as

process by designing it to prevent or

the business evolves. Stale process

limit mistakes.

documentation that becomes

A good example of error-proofing

“shelf-ware” does nothing to make

is using a drop-down menu instead

the process repeatable, let alone

of an open text field. Or using a text

effective. As process updates are made,

mask that requires 10 numbers if you

follow change management best

are looking for a phone number. For

66

THE JABIAN JOURNAL

A process must be repeatable and standardized to be truly effective.

processes that are not so black and

• Survey your customers to deter-

Using the concepts of process

white, a risk assessment can identify

mine what is most important to

excellence in this everyday example,

the process areas that are most likely

them and what they are willing to

we can see how a strong process is

to produce errors.

pay for. Remember, these may not

easier to execute and manage. This

always be the same things.

reduces the need for “heroic” efforts

Tools such as a Failure Mode Effects

and accomplishes more with existing

Analysis (FMEA) can help prioritize where errors are mostly likely to

• If you can’t survey your customers,

resources, so organizations can scale

occur, based on their impact. With

engage internal customer advocates

to a larger footprint, greater output, or

this information, you can determine

(e.g., sales or marketing) who are

bigger impact. Take a back-to-basics

a mitigation plan and incorporate it

best suited to represent the external

approach with these concepts to enable

into the process design or create an

perspective. Or analyze existing

growth with strong processes that

exception path with checkpoints, such

customer data as a proxy for direct

make you more effective and efficient,

as governance or reporting. A strong,

customer input.

and enable you to drive more value.

Establish metrics and controls

Lauren Abraham Mahoney

error-proofed process is highly repeatable and predictable, which limits the risk of wasted efforts.

to monitor whether processes are

lauren.mahoney@jabian.com

creating value and meeting customer Focus on Creating Value

expectations. By tracking outcomes

Katie Misel

and responding to exceptions, you can

katie.misel@jabian.com

ensure the process will consistently The third element of process excellence

deliver expected results. This also

Jeff Siegel

is ensuring the process creates value.

forces accountability to keep the

jeff.siegel@jabian.com

To determine whether your process

process in control over time.

creates value, we must define value and

Metrics can be defined to identify

consider multiple perspectives, includ-

past successes (lagging metrics)

ing internal and external customers.

or indicate future success (leading

Some activities may be required for

metrics). Determining the right

regulatory or compliance reasons, and

metrics will depend on the needs of the

some have inherent value as a com-

organization and your customers, as

petitive advantage. These activities

well as the level of acceptable risk for

are considered to have business value.

defects and exceptions.

Customer value depends on the end customer’s expectations and needs.

One way to evaluate customer value is

How Does Process Excellence Help?

to determine whether or not it is worth paying for.

Consider these techniques to help

Operations that are effective and efficient, and create value positively

determine the customer value of

impact an organization and lay a

your process:

foundation for growth. Returning to the example of mowing the grass, I can mow

• Follow the customer experience by

the grass in a shorter length of time by

tracking their journey throughout

walking a grid to remove extra steps

the end-to-end process. What

and simplify the process, set the blade to

are the key touchpoints when the

automatically cut the grass at the right

process impacts the customer

height ensuring quality and consistency,

experience (e.g., ordering, invoic-

and ultimately have more time available

ing, payment, pickup/delivery)?

to enjoy the yard with my family.

Sources: 1 https://www.processexcellencenetwork. com/business-transformation/articles/ the-8-deadly-lean-wastes-downtime 2 http://www.industryweek.com/ continuous-improvement/six-easy-criteriatargeting-good-process “Six Easy Criteria Targeting Good Process”,

by Jason Piatt, Industry Week: Aug 21, 2012.

FA L L 2 018

67

The Value of Compassion

By Michael Ojo, Ph.D.

Consider how your firm’s customer experience journey can improve interactions with your brand—particularly during a consumer crisis—and boost the company’s reputation and bottom line.

When people experience extreme

with general strategies for transfor-

defining customer personas are critical

floods of emotions, they tend to not

mative customer experiences:

for assessing the current state of your

think or behave rationally. It could

research and understand the pain

CX program.

be a parent visiting a doctor’s office

points of the customer journey, design

for a sick child, a person checking

a strategy that leverages feedback

creates tangible assets for teams to

their online bank account only to find

from the customer, then develop and

conceptualize distressing touchpoints,

money missing, or someone getting

implement a plan that addresses your

redundant or wasteful activities,

into a car accident and not knowing

customers’ needs.

and critical moments of truth that

Moreover, the assessment process

shape customers’ long-term company

exactly what to do next.

perceptions. When you can see a

Scenarios such as these elicit

consolidated view of the challenging

great emotional distress, which in turn, can cause people to make poor,

Recognize the Need

touchpoints your customers face, you

and often irrational, choices that

When you’re considering how to

can begin to recognize their needs and

make their experiences even more

be compassionate in designing CX

expose gaps in the journey.

challenging. When the people in the

strategies, you must first notice that

scenario are customers of a business,

the current experience is not meeting

these experiences can lead them to

your customers’ needs. Even worse, it

negatively perceive the company and

may be directly or implicitly causing

In the Customer’s Shoes

its ability to provide a worthwhile

harm. At the beginning of any CX

What is it like to be a customer of your

experience.

transformation, you must provide an

brand? Have you been a customer of

honest and thorough assessment of

your company’s product or service?

your customers’ experiences.

Next, imagine being a customer in

So, what can be done? This is where compassion for the customer comes into play as a vital link in the

Appreciate what people go through

the midst of an emergency or major

relationship between the brand and

when they engage with your brand,

life event. How does that experience

the consumer.

products, and services. What are the

change? How does that feel?

Compassion is a multidimensional

pain points? Who are the key players

Of course, the form and magnitude

concept that involves recognizing a

in the process? Is your organization

of customer sentiment will change

need, or the suffering of a group or

even capable of meeting your custom-

from industry to industry. It’s easy to

individual, empathetically feeling that

ers’ needs?

imagine customers experiencing

group’s or individual’s distress, and

Being compassionate in the design

a crisis while dealing with a health

taking deliberate action to relieve

of a customer experience means con-

care service provider. The complexities

the problem.1,2

tending with the possibility that the

of obtaining and paying for health

current customer journey may do more

care services bring a wide array of

harm than good. Journey mapping and

emotions.

The framework for understanding compassion, in some respects, lines up

FA L L 2 018

69

customer (VoC) data is the product

attempt at resolving their problems,

of a structured and purposeful

and your business will be better off

approach to capturing customer feed-

with a more refined CX program.

back, requirements, and sentiments around a brand, product, or service.3 It provides an important lens into the

experience may be a turnoff for leader-

perceptions and feelings people have

ship. It’s not that senior leaders want to

around a subject.

be less compassionate; it’s because the

That said, VoC data also lends itself

Appreciate what people go through when they engage with your brand, products, and services. What are the pain points?

However, other equally hair-raising scenarios can elicit emotional distress.

Understandably, proposing a compassionate approach to customer

value position of compassion may be

well to learning about the emotional

difficult for some to correlate to higher

effect of current journeys on your cus-

revenue and an increase in brand value.

tomers. This data can direct businesses

It’s possible discussing feelings

toward opportunities for improve-

and emotions leads people to think

ment. Moreover, the way in which you

it’s a simple problem of efficiency

define and characterize your customer

and lack of service—a quick fix to an

personas can expose nuances of their

issue. Nevertheless, compassion can

experiences, and subsequently, their

differentiate your brand in the market,

feedback. Are they a “customer,” or

distinguishing it from others.

a “single parent”? Should they be

Compassion reveals a lot about

labeled as a “patient,” or does “cancer

our moral and ethical beliefs. It can

survivor” provide more context?

serve as the foundation of your moral

If you envision a “patient’s” journey

purpose, be the key driver of your

to identify a new health care provider,

company’s culture, or be the means by

you will certainly find opportunities

which you serve your customers. Being

for improvement. But if you explore a

compassionate inherently betters

“cancer survivor’s” similar journey,

people’s lives.

might you feel something different?

Applying a compassionate frame-

Does it expose more pain points in

work to your organization’s customer

the customer journey? Is your level of

experience principles can transform

empathy deeper?

your customers’ journeys, providing

They can be as complex as identity

profound and deeply impactful experi-

theft or a private data leak, or as rela-

ences in their lives.

tively simple as the theft of a mobile phone. Any of these situations can

Take the Necessary Action

Michael Ojo, Ph.D.

make a customer’s journey profoundly

The last component of compassionate

michael.ojo@jabian.com

more difficult, which in turn can leave

CX design is taking deliberate steps

your customer with negative feelings

toward improving the experience of

toward your brand.

those in need. What separates empathy

Sources:

Recreating the feelings of your

from compassion is action—specifi-

1 Jason M. Kanov et al., “Compassion in

customers in order to put yourself in

cally, making purposeful attempts to

their shoes can be difficult without

alleviate a person’s suffering.

actually creating an issue for yourself.

To that end, take what you have

Organizational Life,” American Behavioral Scientist 47, no. 6 (2004): 808–827.

2 Clara Strauss et al., “What Is Compassion and

So, what do you do? How do you learn

learned, and the empathy you have

How Can We Measure It? A Review of Definitions

and begin to empathize with your

built for your customers, develop an

and Measures,” Clinical Psychology Review 47

customers?

action plan that satisfies their needs

One of the most powerful resources

and expectations, then formally

in customer experience design is the

execute that plan. Your customers will

voice of the customer. Voice of the

value the thoughtful and considerate

70

THE JABIAN JOURNAL

(July 2016): 15–27, https://doi.org/10.1016/j. cpr.2016.05.004.

3 A bbie Griffin and John R. Hauser, “The Voice of the Customer,” Marketing Science 12, no. 1 (1993): 1–27.

THE DIFFERENCE IS

a strategy that works.

I love that my work directly impacts the organization in meaningful ways, and isn’t just put on a shelf.

At Jabian, we advise our clients on effective business strategy, and then help them achieve it.

For more information, visit jabian.com/careers.

THE DIFFERENCE IS FA L L 2 018

71

The Final Word

Conversations with Business and Technology Leaders

If you want to know the rising stars in the Chicago business world, you need to know Patrick Borg. He is a Project Designer Manager with The Airoom Group of Companies, the largest and leading residential Design, Renovate, and Build company in Illinois.

PATRICK BORG

Patrick grew up in Toronto, and after moving to Chicago, he quickly became the Chapter Chairman of the Chicago Gold Chapter of Young Presidents Organization (YPO-Gold). Chicago Gold Chapter is the largest member Chapter in the world (450+ Chapters) with roughly 380 members in YPO-G Chicago alone, all of whom are business or organization leaders. There are 25,000+ YPO’ers in the World. We spoke with Patrick about the current Chicago business climate, what makes the city tick, and how businesspeople can be successful in their careers.

What was your first impression

Lake Shore Drive and the redevelop-

What’s something people don’t know

of Chicago?

ment of the river walk is just stunning.

about Chicago?

In addition to the construction, we’re I moved to Chicago from Toronto about

seeing more and more businesses move

For as large and diverse a city as

11 years ago because of business. I was

into the city from the suburbs and sur-

Chicago is, it’s a very personally

a business manager all my life, and

rounding states. Google, McDonalds,

welcoming city. As a Midwest city,

later became an entrepreneur. After

and others all just opened amazing

you get some of that honest, friendly

8+ years, I sold my business and again

properties right by the Loop. And this

environment that some other major

became a business manager. Chicago is

is largely because of the availability of

cities lack. When people in Chicago

such a fantastic town. I went through

great personnel talent and where they

ask, “How are you?” they really want

the USA citizenship process because

want to live. Chicago has all the theater,

to know.

I knew this is where I wanted to be. It

sports, world-class restaurants, and

took 10 years to go all the way through

entertainment you could ever want so

What’s been the best piece of advice

the process, but I ended up a USA

it’s a compelling major city.

you’ve received?

How about the startup scene?

I think it’s this: Don’t treat people like

citizen. I enjoyed living in Toronto the majority of my life, but I really, really love living in Chicago.

you want to be treated. Treat them It really has great support for startups.

the way they want to be treated. It’s a

Is this a good time to be doing

From the genesis at a place like 1871

subtle difference, but an important one.

business in Chicago?

in Merchandise Mart where you just

You can’t do that unless you get to know

start out, to mHUB after you’ve proven

someone and put yourself in his or

I really think it is. Anecdotally I always

concept, to the Hatchery for complete

her shoes. Don’t just assume everyone

measure growth in a city by the number

build out and sale. Many of those people

wants what you want.

of cranes in the air, and there are just

like to network with the folks at YPO.

an unprecedented number right now in

You get to rub elbows with a lot of the

Chicago. Along the city’s riverfront on

business and political crowd.

72

THE JABIAN JOURNAL

JOURNAL.JABIAN.COM

Access to critical insights . . . anytime, anywhere. journal.jabian.com

The Jabian Journal is a publication of Jabian Consulting, a strategic management and technology consulting firm with an integrated approach to creating and implementing strategies, enhancing business processes, developing human capital, and better aligning technology—ultimately helping clients become more competitive and profitable.

Jabian blends functional expertise, industry knowledge, and senior experience to think strategically and act practically. It’s a Strategy that Works®.

Edited by Robert Amberg and Grace Culleton T H E J A B I A N J O U R N A L / P U B L I S H E D BY J A B I A N C O N S U LT I N G / 1117 P E R I M E T E R C E N T E R W E S T, S U I T E N 4 0 0, AT L A N TA , G A 3 0 3 3 8 © 2 018 J A B I A N , L L C / A L L R I G H T S R E S E R V E D / J A B I A N .C O M