MANAGEMENT MEETINGS

1
MANAGEMENT MEETINGS

• This set of slides is intended to propose a
  structure for the management meeting, and
  subsequently to facilitate a group through the
  meeting.
• 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 each slide builds, and you
  are clear on the points you wish to make with
  them.
• There are some associated notes to guide your use
  of these slides.

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PHILOSOPHYManagement Meetings

• The Top-Level Management Meeting is primarily
  there to ensure everything is working as expected
• If it is - then the meeting doesnt interfere
• If it isnt - then the meeting actions people for
  it to be addressed - outside of the meeting
• The Meeting reviews performance in many areas
• Overall performance against the QFD
• Performance of Process Ownership
• Performance of Actions completed on time
• The meeting also provides a forum to develop a
  vision for how Management should further develop

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OVERALL CYCLE
Process Team
Individual
Top-Level Organisation
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The Top-LevelMeeting
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OBJECTIVESManagement Meetings

• To provide a Top Level Management Process for the
  organisation
• To review performance and progress
• To identify issues in performance and progress
  and to ensure they are being addressed
• To provide opportunities for developing our
  understanding of management

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AGENDAManagement Meetings

• Introduction
• State of the Nation
• Review of Top Level Measures
• Review of progress on Actions
• Review of progress on Processes
• General Issues arising
• Learning from Best Practice
• Actions
• Wrap up

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INTRODUCTION

• Recap briefly on the objectives
• Move onto the agenda highlighting any special
  items arising from the organisations
  performance, from the process quadrant charts,
  from last meeting or from events since then.
• Reflect back on the last meeting analysis, and
  emphasise the parts of the groundrules to which
  we will need to pay special attention.

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GROUNDRULES

• Be candid and honest
• Endeavour to keep to agreed times
• Keep the meeting clean - identify opportunities
  to move issues into offline actions
• Focus on the current task focus on review and
  avoid getting drawn into detail debates
• Only one person to speak at a time - no side
  conversations
• Everybody to remain involved with the discussion
  on hand
• Seek to understand rather than explain
• Enjoyment is permitted

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State of the Nation

• Run through any major events or intentions that
  have happened since the last meeting.
• Explain the implications these have for the team,
  and how they will be taken into account.
• Establish actions/teams to address (outside of
  the meeting) any further clarification, response
  required, adjustments etc. to report back prior
  to the next meeting.
• Flipchart these.

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Review of Top-Level Measures

• The four (Q4) flipcharts should be stuck to the
  wall
• The first should be a list of the Department
  measures, the current target values
• The second should have copies of the relevant
  graphs stuck to it
• The third should be headed analysis
• The fourth headed actions
• Work through the measures, place a check box
  against those that are deficient.(This is now
  left returned to throughout the meeting)

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Review of progress on Actions

• Run through the actions that should have been
  completed since the last meeting, and confirm
  that this is the case.(Try to avoid summaries of
  the outcome or discussions around it during the
  meeting unless it has been scheduled)
• Check progress on actions not yet scheduled for
  completion.
• Seek to understand the reasons for delays, and
  either address them at the meeting or schedule a
  time after the meeting to address it then.
• Tick off any performance deficits explained by
  the delays, list the delay under analysis, and
  write on the actions sheet what you have now put
  in place.

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ACTIONS FROM LAST MEETING

• Action 1
• Action 2

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Review of progress on Processes

• Review each Quadrant chart spending no more than
  10 minutes per chart.
• Praise success and draw out the learning points.
  
• Ask if there are any areas in which the process
  owner would benefit from discussion, and work
  through them.
• Encourage the group to challenge apparently weak
  analysis or actions. (Note specific areas for
  follow-up)
• Tick off any performance deficits explained by
  current deficiencies in the Process Q4s, and
  transfer a summary of the analysis and the
  planned Process actions to the Analysis and
  Actions sheets for the Department

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General Issues arising

• Work through the remaining (unticked) performance
  issues on the Department Q4 chart and discuss how
  these need to be addressed.
• The session should be disciplined and follow the
  general outline of the PSD. Analysis and Actions
  should be entered on the relevant flipcharts
• The rest of this section may be planned by the
  Dept. mgr. to address the more systematic issues
  of the Department and its management such as
• themes in performance,
• general attitudes,
• results of surveys and audits,
• performance on completing actions etc.

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RECAP Management Meetings

• Introduction, State of the Nation
• Review of Top Level Measures
• Review of progress on Actions
• Review of progress on Processes
• General Issues arising
• Learning from Best Practice
• Actions
• Wrap up

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Learning from Best Practice

• The next topic on the schedule is presented to
  the group
• The group discusses how the Department could
  benefit from adopting aspects of such an
  approach, and the potential pitfalls, then
  decides whether and how to take it further.
• Further suggestions of management concepts and
  practice are added to the schedule and allocated
  someone to research them and a date for
  presentation.

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Learning from Best Practice

• Further suggestions of management concepts and
  practice are added to the schedule and allocated
  someone to research them date for presentation.
• Expeditionary Marketing, Competitive Strategy,
  Mission and Vision, Why How Charting, Cognitive
  Mapping, Customer profiling, Core competency,
  Competitive Advantage, The Value Chain, Value
  constellation, Supplier Partnership, Customer
  Partnership, Relationship selling, Servitization,
  Technology Partnership, Product Lifecycle
  Management, Quality Function Deployment,
  Strategic Market Research, Total Design, Customer
  Clinics, Strategic selling, Customer
  Interviewing, Dialogue, Paradigms, Secondment,
  Conjoint Analysis/Customer Preference Modelling,
  Customer Review Process, Design Algorithms,
  Genetic parallels, Innovation, Product Integrity,
  Kano, Customer Delight, Design Horizons,
  Marketing Intangibles, Solving Customer Problems,
  Customer Surveys, Customer Psychology, Customer
  Service Management, Customer Satisfaction as a
  basis for Remuneration, Customer Complaints
  Handling and Procedures, Moments of Truth,
  Sustainability and 'Green' engineering,
  Measurement and control of 'Risk', Environmental
  standards, Corporation and Community, Managing
  Ethics, Discrimination at Work, Shareholders as
  partners, patterns of company ownership, The
  stock market, Stock valuation, Managing for
  Shareholder value, Corporate liability and risk,
  The role of Vision, Objective Setting,
  Imagineering, SMART, Strategy as Stretch
  Leverage, Personal Visions, Business Opportunity,
  Clarity in Objectives, The psychology of
  Objective Setting, Cascading Objectives, Hoshin
  Planning, Vision into Action, BHAGs,
  Organisational Behaviour, Business Planning
  Models, Project selection, Portfolio planning,
  Managing the white space, Communication, Team
  Briefing, Managing Value Sets, Corporate values,
  Reward Recognition, Organisation style,
  Incentives and Culture, The psychology of groups,
  Changing culture, Harmonising business personal
  objectives, Leadership styles, Personal
  Appraisal, Reward and remuneration strategies,
  Contracts Job Descriptions, Expectancy theory,
  Managing behaviour, Company metrics, Performance
  Measurement, Managing Results, Budgeting process,
  Training needs analysis, Training design,
  Coaching, Mentoring, Apprenticing, Recruitment
  and selection, Development planning, Succession
  planning, Interpersonal skills, Competences,
  Learning styles, Teamwork and team processes,
  Team styles, Group dynamics, Self-directed teams,
  Team development, Job matching, Situational
  leadership, Portfolio Job Descriptions,
  Empowerment, Project team roles
  responsibilities, Terms of reference, Quality
  circles, Self managing work groups, Delegation,
  Negotiation, Abdication vs. delegation,
  Psychometric models, Beliefs and drives,
  Influencing styles and skills, Managing
  criticism, Psychology of challenge, Motivation,
  Hierarchy of needs, Counselling, NLP, Charisma,
  Investors in People, Writing Role Descriptions,
  Job Evaluation, The recruitment process,
  Discipline and grievance procedures, Employment
  law, 360 degree feedback, Employee surveys,
  Psychology of satisfaction, Concept of fairness,
  Self-perception and bias, Handling cynicism,
  Personal value sets, Health safety management,
  Spiritual needs, Business models and frameworks,
  Mechanism and organism, IDEF, ITIL,
  Organisational development/structures, Quality
  management systems, Generic business process
  models, Business metrics, Process metrics,
  Process variability, Statistical Process Control,
  Six sigma, Zero defects, Process monitoring,
  Critical Success Factors, Change management,
  Change control, Process improvement, Statistical
  Process Development, Taguchi, Cycle time
  reduction, Business Process Reengineering, OPT,
  Process analysis, Benchmarking, Job
  definition/design, Internal customers, Matrix
  management, Team roles, Defining responsibility,
  Setting personal objectives, Workplace design,
  Manager as facilitator, Concept of
  responsibility, Psychology of responsibility,
  Relationship as driver of responsibility,
  Defining responsibility, The Living Company,
  Failure Modes Effects Analysis, Learning
  Organisation, Identifying paradigm paralysis,
  Activism - revolution and evolution, Technology
  life cycles, Technology advances and core
  vulnerability, Global trends, Global
  benchmarking, Implications of cultural
  difference, World-class, Internet impact,
  Information age, Communication, Networking,
  Intranet / Internet, Gestalt, Factors in the
  quality of information, Information and politics,
  Information needs analysis, Understanding
  presentation and format, Decision making
  processes, Problem solving disciplines, Meeting
  structures, Experimentation and prototyping,
  Problem solving tools, The Deming wheel - PDCA,
  Six thinking hats, Quadrant charts, Self
  awareness, Self monitoring, Understanding the
  implications of personal styles and preferences,
  The need for acceptance, Unlearning, Johari
  window, Computer based systems, Enterprise
  information systems, Knowledge Management, Neural
  networks, Data mining, Simulation and computer
  modelling, Balanced scorecard, Business
  performance measurement, Competitor comparisons,
  Graphs and trending, Business ratios, Competitive
  benchmarking, Corporate learning models, Web
  surfing, Competitor intelligence, Literature
  surveys, Learning strategies, Simultaneous
  Engineering, Cost of quality, Incorporating costs
  and benefits in the annual budget, Using
  feedback, Fishbowling, Kaizen, Policy setting,
  Consistency and sharing best practice, Meeting
  protocols, Using standards, Communication as a
  harmonising tool, Management behaviours/charters,
  Design tools, The seven management and planning
  tools, Consultancy processes, System and culture,
  Trybus equation, Change leadership, Change curve,
  Business Excellence Models, Using role-models,
  Publicity and propaganda, Corporate communication
  mechanisms, Intrapreneuring

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Actions

• Run through the actions, check they are clearly
  understood.
• Clarify the deliverable required.
• Agree owner and deliver date.

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Wrap-up

• Check the meeting has met its objectives.
• Undertake a meeting review using WWW RFI