An overview on how to implement EDCA (Explore - Do - Check - Act) in the field of Lean Sales and Marketing. Also includes an outline for standard work.
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1. EDCA for the Lean Engagement TeamThe Collaborative Cycleof
Sales and Marketing Book Coming Soon!
2. Please review Lean Marketing Canvas before preceding.
3. Explore thru PullAccess Not about Stocks of Knowledge versus
Flow of Knowledge.Attract Being part of customer
conversations.Achieve Supported by a broad collection of people and
resources which you can pull from.
4. Create Pull - Access Value in UseService and Products are a
means to an end Value Co-Creation Not for customers rather with
customers Trust Real value with all stakeholders
5. Successful Lean teams are iTeams Teamwork is an individual
not group skillIndividuals must take responsibility for the quality
and productivity of each team relationships they are part of
individual accountability the larger, shared tasks or
deliverables
6. Customer Experience will mimic your Employee Experience Know
your team, design for personal & social needs Build
fun/pleasure/satisfaction into activities Design cycles based on
desired customer experience Embrace motivators like power, autonomy
& belonging
7. Explore when Problem is unknownEDCA = What is? What If? What
Wows? What Works?
8. EDCA is a Journey in the Customers Playground
9. EDCA is closely related to Service Design Thinking Stage 1:
Exploration Stage 3: Reflection Stage 2: Creation Stage 4:
Implementation
10. Lean Engagement Team Value Stream Manager Team Coordinator
Sales Team Marketing Communication
11. The Team Coordinator (TC) maintains the integrity of the
processes through coaching and predefined control poOverview: The
Value Stream Manager (VSM) represents the product/service markets
and the business. Team Coordinator (TC) maintains the integrity of
the processes through coaching and predefined control points. The
Sales and Marketing Team (Team) is a cross- functional group whose
number and expertise are derived from the decision-making path of
the customer. This Team does the actual sales, providing content,
technical functions, trials, testing, etc.
12. SALES EDCA/PDCA/SDCAThe SALES part of the framework is
where the sales team gets its directions andcoaching from the team
coordinator and value stream manager. Within the actualcycles the
sales team is empowered to make their own choices and determine
theirown direction to accomplish the goals of that cycle. One of
the key considerations indeveloping a team is to determine the
objective of the cycle. Is it primarily
creativity,problem-resolution, or tactical execution?
13. Sense-making: Give meaning to experience.SALES EDCA Analyze
the userMarketing in highly competitivemarkets is about exploring
new Locate the people who understand the user and the
needspropositions and innovation in theusers domain . The
environment Empower the Teamdetermines where to start andcomplex
marketing environments Select a limited set of needs you are
designing forneed EDCA. Within the actual EDCAcycle the sales team
is empowered tomake their own choices and determinetheir own
direction to accomplish the Explore Dogoals of that cycle.One of
the key considerations indeveloping a team is to determine
theobjective of the cycle. In EDCA, we Act Checkstructure for
innovation and creativity.
14. Sense-making: Give meaning to experience. Explore Do
Analyze the userLocate the people who understand the user and the
needs Empower the Team Act Check Select a limited set of needs you
are designing for
15. The SALES part of the framework is wherethe sales team gets
its directions andcoaching from the team coordinator andvalue
stream manager.
16. S: Sense-making: Give meaning to experience Create a point
of view statement that defines the efforts to understand
connections which can be among people, places, and events.
Understanding the problem space is many times as important as
understanding the user.
17. A: Analyze the user Define and study the user to develop
insights as a starting point for defining value. Review and focus
on the service period to determine the pre-service, service and
post service durations. What are the points of concern?
18. L: Locate people who understand the process List the
members of your team Including position and role they will
play.Name Position Role
19. E: Empower the Team Team is autonomous and completely
responsible for the tasks within this stage Clarity is most
critical factor for empowering a team Why are we doing this
project? Is it clear to all participants? What are we going to do?
How will it be measured? Who is responsible for each task? Who does
it involve? How must is to be accomplished? How do we review? Where
will it take place? Where can the data be found? When must it be
complete? Outline Meetings, Daily Stand-ups, Weekly Tactical,
Monthly Strategic and others
20. S: Select a limited set of needs you aredesigning for the
user. Create user stories based on this set of needs. Team agrees
to the goals and outcomes expected for this particular cycle Team
accepts responsibilities of outcomes.
21. Within the actual cycle the sales teamis empowered to make
their ownchoices and determine their owndirection to accomplish the
goals ofthat cycle.
22. E: Explore Observe, Think and Feel: Planning is not done in
isolation. Visit customers, go to Gemba for planning.
Visualization: use imagery to envision possible future conditions
Journey Mapping: assess existing experience through the customers
eyes Value Chain Analysis: assess the current value chain that
supports the customers journey
23. D: Do the plan Act and Engage: look and generate new
alternatives to the existing business model Mind Mapping &
Brainstorming: generate insights from exploration activities and
use those to create design criteria Concept Development: assemble
innovative elements into a coherent alternative solution that can
be explored and evaluated
24. C: Check (Study) see if improvement was made Analyze and
optimize: isolating and testing the key assumptions that will drive
success or failure of a concept Rapid Prototyping: express a new
concept in a tangible form for exploration, testing, and refinement
Customer Co-Creation: enroll customers to participate in creating
solution that best meets their needs
25. A: Act (Adjust) Relate and Influence: No matter how good of
a idea you have, the key is still in gaining acceptance of others,
build constituency . Has exploratory needs been completed? If not,
reconsider. Can we improve through a Learning Launch (PDCA) Create
an affordable experiment Let UX the new solution over an extended
period Test key assumptions with market data. Document the steps to
complete hand off.
26. Example of Team Member Standard Work
27. Provides Line of Sight for Team at Daily Standup
28. Team Coordinator/Leader Standard Work
29. Line of Site for resources needed at weekly tactical
Providing a visual, simple and easily access document is the key.
Can auto-populate or be completed by hand. Easily used as part of
the task board in a War Room type environment. Virtual Teams can
use something as simple as Google Documents or many other popular
software packages.
30. Value Stream Manager Standard Work
31. Line of Site for Goal review at Monthly Strategic
32. EDCA uses 10 Basic Tools Visualization: using imagery to
envision possible future conditions Journey Mapping: assessing the
existing experience through the customers eyes Value Chain
Analysis: the current value chain that supports the customers
journey Mind Mapping: generating insights from exploration
activities Brainstorming: generating new alternatives to the
existing business model Concept Development: assembling innovative
elements that can be explored Assumption Testing: isolating and
testing the key assumptions that will drive success or failure of a
concept Rapid Prototyping: expressing a new concept in a tangible
form for exploration, testing, and refinement Customer Co-Creation:
enrolling customers to participate in creating the solution
Learning Launch: creating an affordable experiment that lets
customers experience the new solution over an extended period of
time, so you can test key assumptions
33. The Toolset utilized and the diagram is from the book
Designing for Growth
34. 7Cs of Co-Creation Source: McColl-Kennedy1. Co-operate
(compliance)2. Collate (sorting, assorting, synthesising)3. Combine
complementary skills, knowledge, expertise4. Connect eg with
family, friends, service providers, support groups5. Co-learning6.
Co-produce(self service, co-design, new service development)7.
Cerebral activities (eg positive thinking, reframing, emotional
regulation)When you think about co-creation you jump to innovation.
There are other parts to co-creation and how you co-create depends
on the level of trust you have with customers.
35. ResourcesBooks:This is Service Design Thinking: Basics -
Tools - CasesThe Power of Pull: How Small Moves, Smartly Made, Can
Set Big Things in MotionBusiness Model Generation: A Handbook for
Visionaries, Game Changers, andChallengersDesigning for Growth: A
Design Thinking Toolkit for ManagersMaking Ideas Happen: Overcoming
the Obstacles Between Vision and RealityGet Clients Now!(TM): A
28-Day Marketing Program for Professionals, Consultants,and
CoachesWebsites:Janet R. McColl-Kennedy: Co-creation of Value and
S-D logic
36. Lean Marketing House TrioAvailable on Business901: PDF
Instant DownloadAvailable on Amazon: Kindle CD Rom Ring bound
37. Marketing with Lean Program Series1. Lean Marketing House
Overview2. Driving Market Share3. Marketing with PDCA4. Marketing
with A35. Lean Engagement Team
38. Visit the Business901 Website Information on Lean, Six
Sigma, Theory of Constraints, Kanban and how they relate to
Marketing. Over 80 Free eBooks Regular Blog Posts Podcast with
Celebrated Authors, Industry Practitioners and Leading Thought
Leaders Our Mission is to bring Continuous Improvement to Sales and
Marketing. http://business901.com