© Tesseract Management Systems / Managing by Design / 2002 - 1

PROCESS VISIONING

These slides are intended to support a group through an exercise to develop a vision for their process. They reflect a number of different ways to draw out individual visions, and to begin to pull these together into the basis for a common vision for the process.

Please also see the slide set on ‘Developing Vision’

Please do not attempt to use these slides as part of a presentation until you have read and fully understood the relevant sections of ‘Managing by Design’, you know how the slide works, and you are clear on the points you wish to draw out with it.

© Tesseract Management Systems / Managing by Design / 2002 - 2

THINKING

Where we’re currently heading!

Alternative opportunities

Where we are!

The self-correcting nature of our brainLogical links

One option emphasised

A Bizarre Thought!

Forced Creativity

Barrier

Choice

© Tesseract Management Systems / Managing by Design / 2002 - 3

Where we’re currently heading!

Alternative opportunities

Where we are!

A Bizarre Thought!THINKING

Exposing the opportunities

© Tesseract Management Systems / Managing by Design / 2002 - 4

THINKING

Picking the best ones!

Alternative opportunities

Where we are!

Choice Choice

ChoiceChoice

Vision

© Tesseract Management Systems / Managing by Design / 2002 - 5

METAPHOR?

Cats eyes

The learning organisation

Box on a box

Thinking Hats

Radar

...

© Tesseract Management Systems / Managing by Design / 2002 - 6

ConvergenceDecision

Opening up Closing down

THINKING

The quality of your vision depends on...

...the quality of your choice, which depends on...

...the quality of your opportunities, which depends on

...how well you can identify them

OneVision

OPTIONSDivergence

Expansion

Where we are!

© Tesseract Management Systems / Managing by Design / 2002 - 7

REMEMBER THIS?

© Tesseract Management Systems / Managing by Design / 2002 - 8

ALTERNATIVES:Try this …

In how many ways can we relate the idea of table tennis to the development of IT solutions?

© Tesseract Management Systems / Managing by Design / 2002 - 9

WARNINGS

You will find this uncomfortable, and potentially embarrassing

Some of you will find it more uncomfortable than others - we all have different strengths

Your choices will depend on the quality of options that you identify today

Please go with the flow and support your colleagues through this trying time

Even if we just get one thing that adds a mere 1% onto the quality of where we are heading over the next 3 years - it will be worth £100,000!!!

© Tesseract Management Systems / Managing by Design / 2002 - 10

SO, HOW DO WE GENERATE THE BIZARRE THOUGHTS?

Metaphor

Different viewpoints

Brainstorm

Stretch

© Tesseract Management Systems / Managing by Design / 2002 - 11

GETTING IN CONDITION:The bizarre thought game

Person 1:

Picks a word at random out of the dictionary

Person 2:

Finds a relationship between the word & our process

Person 3:

Builds that relationship into an idea or opportunity

Person 4:

Makes a suggestion about what could be done to take it forward

Person 5:

Picks a word at random…

And so on.

Are there any other ways you can think of doing this?

© Tesseract Management Systems / Managing by Design / 2002 - 12

PARADIGM CHALLENGE

In your syndicate groups:

Think through the limits that currently define (your process’s) “Box” - the boundaries which separate acceptable ideas from typically unacceptable or “off the wall” ideas

Use the thinking of the previous sessions, and of the prework, to generate (brainstorm) a large number of ideas that are currently outside of these boundaries

Refine this list into a limited number of ideas that you feel may possibly have some potential or merit

Be prepared to present your conclusions to the rest of the group - there is a prize for the most interesting!

You have 60 minutes

© Tesseract Management Systems / Managing by Design / 2002 - 13

INPUTS TO SYNDICATE

Thinking about a 3 to 5 year vision:

What is the most dramatic influence X could have over Y in 5 years time?

What potential areas of Y could X influence, and how can X make Y invincible in these?

What sort of proposal from an outside X supplier would make Y outsource its X process?

What in our industry is currently impossible, but if it became possible would set X or Y back to zero?

What would make you as a team the most valuable heads on the X recruiters lists?

How can X make Y make winning decisions in all areas of its management thinking?

Replace with names

(X = your process)

(Y = your organisation)

© Tesseract Management Systems / Managing by Design / 2002 - 14

WHERE IS THE LEVERAGE TO REALLY MAKE A DIFFERENCE?

Where is our potential to really transform our organisation?

Using our assets

Modifying our services

Doing something different

Working with others

…?

?

?

?

?

?

?

?

Address new market areas

Provide excellent customer service

Build leadership in platform technology

Reduce production and delivery lead times

Maximise asset utilisation (incl. IPR)

Reduce unit production costs

Build effective supplier partnerships

Business from new markets

Customer retention

Innov. copied by compet'n

Production cycle

Asset utilisation

Cost of goods sold

Supplier led business

> 34%

> 85%

> 5 p.a.

< 6 days

> 55%

< 70%

> £80m

De

ve

lop

ing

pro

du

cts

an

d p

roc

es

se

s

Your organisation’s objectives

Your process

© Tesseract Management Systems / Managing by Design / 2002 - 15

GROUP EXERCISEVision Elements

We are going to do a walkround exercise starting with one person to a sheet of flipchart paper, writing down our thoughts on our vision for our process, and then passing on to the paper on our left.

Consider each piece of paper that you pass:

does it spark off a new idea for an inspiring phrase?

do you wish to add to, or amend the phrase?

Do you wish to take an entirely different line?

Use the thoughts and ideas that appeal to you out of the earlier exercises, and that come to you as you do the exercise. Annotate the paper accordingly and pass on to your left. Be alternately outrageous & sensible (build on the ideas you have seen). You are not bound by what you write.

© Tesseract Management Systems / Managing by Design / 2002 - 16

GROUP EXERCISEVision Elements

Topics to consider:

The cover of ‘Y Today’ magazine

X’s MD’s reason for dismissing his Y Director

Executive floor toilet talk!

The History of Y in the early 21st Century

‘Tomorrow’s World’ devotes a programme to Y

…

Replace with names

(X = your main competitor)

(Y = your process)

(Z = your industry)

© Tesseract Management Systems / Managing by Design / 2002 - 17

SELECTING VISION ELEMENTS

When you have passed all the pieces of paper reflect on the phrases you have seen.

Select four phrases or elements which you want to see considered as part of your process’s Vision (explicitly or implicitly):

Two can be relatively conventional (green dots)

Two must be unconventional - stretching us beyond where we are currently into new, but valuable, areas (red dots)

Stick your four dots in the left-hand margin against the elements you have picked.

© Tesseract Management Systems / Managing by Design / 2002 - 18

NEXT STEPS ON VISION

Ponder on the ideas over the next few weeks

Share ideas with others and develop your thoughts

Develop a clearer form of words for our Vision

Look at the implications, and develop the vision further through this

Agree the next steps:

Word-smithing and finalising the vision

Sharing it and using it

Building it into the next QFD & Business Plan