Guy W' Wallace, CPT

1
Encore Session
Aligning to the Voice of the Customer at Three
Levels
Guy W. Wallace, CPT ISPI Conference
Boston April 13, 2003
2
This Encore Session

• Was presented at last years ISPI conference in
  Dallas and was rated in the Top 10 of all
  concurrent sessions
• Requires audience participation
• Involves four, quick, 2-person exercises
• Although we didnt quite get finished with the
  fourth exercise last year

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Session Performance Context
Depending on your enterprises purpose, size,
organization, complexity, and culture . . .

• . . . and your ISD/HPT Systems purpose, size,
  organization, complexity, and culture . . .

• . . . getting aligned to the Voice of the
  Customer (VOC) can be
• relatively easy - if you are smaller or your
  focus is narrower
• Your situation is less complex

• very difficult - if you are larger and your focus
  is broader
• Your situation is more complex

B3
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Session Objectives

• At the conclusion of this session, you will be
  able to
• Describe the three levels of Voice of the
  Customer for alignment purposes

• Identify the impacts of poor alignment at each
  level
• Assess your organizations alignment to the three
  critical voices
• Identify strategies and tactics for improving
  your alignment
• Use the model as a jump-starter for assessing
  your own organizations alignment to the voices
  of your customers after the session

B4
5
Session Agenda

• Session Open
• Quick Orientation to the 3 Level Model
• Level 1 EnterpriseGovernance and Assessment
  Exercise
• Level 2 FunctionalAdvisory and Assessment
  Exercise
• Level 3 ProcessProject and Assessment Exercise
• Last Exercise Assessing Your Overall Alignment
  Issues and Targeting Areas to Improve
• Session Summary Close

6
Guy W. Wallace Introduction

• Guy W. Wallace has been in the TD and Human
  Performance Technology fields since 1979 and been
  an ISD/HPT consultant since
  1982. His clients have included over 40 US
  Fortune 500 Firms, plus NASA, BP, Novacor, Opel,
  and Siemens.
• He has analyzed and designed/ developed training
  and development for almost every type of business
  function and process in a wide cross-section of
  industries.
• He is the author of three books, more than 70
  articles, and has presented more than 70 times at
  international conferences and local chapters of
  ISPI, ASTD, and the Conference on Nuclear
  Training Education, IEEE and Lakewood
  Conferences.
• He has served on the International Society for
  Performance Improvement (ISPI) Board of Directors
  as the Treasurer (1999-2000) and as its
  President-Elect and President (2002-2004).
• Guy is a Certified Performance Technologist.
• His professional biography was listed by Marquis
  Whos Who in America in 2001. He was recruited as
  an Instructional Systems Thought Leader by ISPIs
  Professional Community in 2004.

• Guy W. Wallace
• Certified Performance Technologist
• President
• EPPIC, Inc.

7
Guy W. Wallace Internal External Consulting
Experience

• 2002Today
• EPPIC, Inc., President-Sole Owner, Consultant
• 19972002
• CADDI, Inc., President-Partner/Majority Owner ,
  Consultant Staff of 24 Employees
• 19821997
• Svenson Wallace, Inc. ., Partner , Consultant,
  Staff of 33 Employees
• 19811982
• Motorola Motorola Training Education Center,
  Training Project Supervisor - 2 years later MTEC
  became Motorola University
• 19791981
• Wickes Lumber - Corporate Training Services,
  Training Developer

8
Guy W. Wallace Clients

• 1982Today
• Abbott Laboratories, ALCOA, ALCOA Labs, Alyeska
  Pipeline Services Company, American Management
  Systems, Ameritech, Amoco, Arthur Anderson, ATT
  Communications, ATT Microelectronics, ATT
  Network Systems, Bandag, Bank of America, Baxter,
  Bellcore-Tech, British Petroleum-America,
  Burroughs, CACI, CCH, Channel Gas
  Industries/Tenneco, Data General, Detroit Ball
  Bearing, Digital Equipment Company, Discover
  Card, Dow Chemical, EDS, Eli Lilly, Exxon,
  Firemans Fund Insurance, Ford, General Dynamics,
  General Motors, GTE, HR Block, HP, Illinois
  Bell, Imperial Bondware, Johnson Controls, MCC
  Powers, Motorola, Multigraphics, NASA, NASCO,
  NAVAIR, NAVSEA, NCR, Norfolk Naval Shipyard,
  Northern Telecom, Northern Trust Bank, Novacor,
  Occidental Petroleum Labs, Siemens Building
  Technologies, Spartan Stores, Sphinx
  Pharmaceuticals, Square D Company, Valuemetrics,
  Westinghouse Defense Electronics and Verizon.
• Including over 40 USA Fortune 500 Clients

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Guy W. Wallace TD Experience

• CAD - Curriculum Architecture Design
• 74 CAD Projects to date, since 1982
• Mostly for Fortune 500 firms
• Always targeted at critical performers in
  critical processes
• MCD - Modular Curriculum Development/Acquisition
• 50 MCD Projects to date, since 1982
• Over 5000 Hours of Blended TD designed and
  developed by me and my project teams
• IAD - Instructional Activity Development/Acquisiti
  on
• Over one dozen Projects to date, since 1985,
  focused on
• Qualification/Certifications Instruments and
  Implementation Processes
• Organization Overviews
• Policies Procedures

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Guy W. Wallace Publications

• 4 Books, 4 Chapters, and many years of internal
  Quarterly Newsletters, and over 70 externally
  published Articles and Columns
• see full list of publications at www.eppic.biz

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Guy W. Wallace TD Presentations
Over 70 presentations at ISPI, ASTD, Training and
elsewhere since 1983 see full list of
presentations at www.eppic.biz
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(No Transcript)
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Audience Survey

• What, in your ISD/HPT function, is your role?
• Leadership or Management/Supervisory or
  Individual Contributor

• What is your functions role?
• HPT and/or ISD

• What is the number of ISD/HPT staff in your
  ISD/HPT function?
• Less than 5
• Between 5 and 10
• Between 10 and 50
• Between 50 and 100
• More than 100
• How many distinct customer segments does your
  ISD/HPT function serve?
• Only 1
• Between 2 and 5
• Between 5 and 10
• Between 10 and 20
• More than 20

B2
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Quick Orientation to the Model

• Alignment at three Levels of Voice of the
  Customer
• Level 1 EnterpriseGovernance
• Level 2 FunctionalAdvisory
• Level 3 Process Performance/PerformerProject
• These can each be approached both formally and
  informally.
• We are presenting a formal approach which can
  be made informal if that is appropriate to your
  situational context.

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Quick Orientation to the Model (continued)

• VOC Alignment Levels
• Level 1 EnterpriseGovernance
• Level 2 FunctionalAdvisory
• Level 3 Process Performance/
  PerformerProject

B3
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Level 1 EnterpriseGovernance

• Aligning with the Enterprise voice of the
  customers at Level 1 means . . .
• You are wired into the more critical, strategic
  needs of the enterprise, and your contribution
  and results are seen as adding value
• Your enterprise leaders are governing your
  ISD/HPT focus and providing timely and sufficient
  resources
• They influence what and when, but not usually
  how to conduct the project
• They own the business decisions inherent in
  ISD/HPT program management, planning, and project
  conduct

B1
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Level 1 EnterpriseGovernance (continued)

• How to align
• Informally . . . when your situation is less
  complex
• Enterprise leaders can be interviewed in their
  offices or at lunch/dinners, and the business
  issues and needs solicited and feedback gathered
  on prior effort

• Formally . . . when your situation is more
  complex
• A Board of Governors can be formed to formally
  meet to set strategic direction, review
  functional needs, allocate resources, and review
  results
• Or you can get on the agenda of any routine
  meetings of the enterprise executives for their
  input, decision-making, and results review

B1
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Level 1 EnterpriseGovernance (continued)
Level 1 alignment could look like this in a
formal mode
B1
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The Signals and Costs of Misalignment at Level 1

• Costs to the enterprise
• Projects are not targeted at Critical Business
  Issues
• Projects dont achieve forecasted or any ROI and
  EVA goals
• Budget cuts and staff reductions may defer
  problem resolutions
• EVA Economic Value Add

• Signals for you
• ISD/HPT project priorities are constantly
  changing
• Leadership wonders out loud what they are
  getting for all of the resources consumed in
  ISD/HPT efforts
• People and money resources are often cut for
  ISD/HPT projects and function

EVA is a registered trademark of Stern Stewart
Company)
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Exercise 1Self Assessment Level 1 Alignment

• Review the Session Assessment Worksheet Pages
  2-3 Top Row
• Take 2 minutes and quickly interview a neighbor
  and assess the alignment of their ISD/HPT System
  with their customers at Level 1 . . . and then
  spend 2 minutes discussing your situation
• Prepare to read out what youve learned about
  the other persons situation and their
  alignment/misalignment status

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(No Transcript)
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Level 2 FunctionalAdvisory

• Aligning with the Functional voice of the
  customers at Level 2 means. . .
• You are wired into the more critical, strategic
  needs of the functions (or business
  units/customer segments) within your scope, and
  your contribution and results are seen as adding
  value
• Your functional leaders are prioritizing your
  ISD/HPT efforts and providing timely and
  sufficient oversight and support
• They influence what and when, but not usually
  how to conduct the project
• They own the business decisions inherent in
  ISD/HPT planning and project conduct

B1
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Level 2 FunctionalAdvisory (continued)

• How to align
• Informally . . . when your situation is less
  complex
• Functional leaders can be interviewed and their
  needs solicited in one-on-one meetings,
  lunches/dinners, etc.

• Formally . . . when your situation is more
  complex
• A set of Advisory Councils can be formed to set
  priorities for functional needs, request
  resources, staff project team teams, and review
  results
• Or you can get on the agenda of any routine
  meetings of the functional/business unit
  directors and managers

B1
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Level 2 FunctionalAdvisory (continued)

• Level 2 alignment could look like this in a
  formal mode

PERMANENT GOVERNANCE AND ADVISORY
ABC Advisory Council
DEF Advisory Council
GHI Advisory Council
XYZ Advisory Council
Functional
Level 2
Training Council(s)
TD Representatives
B2
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The Signals and Costs of Misalignment at Level 2

• Costs to the enterprise
• ISD/HPT resources targeted at non-strategic/low-im
  pact needs within the function and significant
  ROI and EVA are foregone
• Projects are dropped mid-stream for other
  priorities, and the investment costs are wasted

• Signals to you
• The ROI and business case/reason for conducting
  the project is murky
• Projects dont have the support or sponsorship
  necessary to get appropriate resources for the
  project
• Project target audiences and their management
  wonders out loud
• What they are getting for all of the resources
  being consumed (SME time, etc.)
• Who asked for this

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Exercise 2Self Assessment Level 2 Alignment

• Review the Session Assessment Worksheet Pages
  2-3, Middle Row
• Take 2 minutes and quickly interview a neighbor
  and assess the alignment of their ISD/HPT System
  with their customers at Level 2 . . .and then
  spend 2 minutes discussing your situation
• Prepare to read out what youve learned about
  the other persons situation and their
  alignment/misalignment status

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(No Transcript)
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Level 3 Process/PerformerProject

• Aligning with the Process/Performer Voice of the
  Customer at Level 3 means . . .
• You are focused on the process
  performance-based awareness, knowledge, and/or
  skill needs of target audiences, as well as other
  human and environmental variables, and your
  contribution and results are seen as adding value
  by the users of your products/services

• Master performers and subject matter experts
  (SMEs) are contributing to your analysis, design,
  development, and pilot-test efforts, and are thus
  governing your ISD/HPT content and providing
  timely and sufficient resources
• They greatly influence the what of content but
  not usually how to conduct the project

B1
29
Level 3 Process/PerformerProject (continued)

• Aligning with the Process/Performers at Level 3 .
  . .
• Informally . . . when your situation is less
  complex
• Leaders and managers, as well as master
  performers and subject matter experts, are
  recruited and interviewed for analysis, design,
  development, and pilot-testing needs on an
  as-needed basis

• Formally . . . when your situation is more
  complex
• Project Teams can be handpicked by the Functional
  Advisory Councils for project efforts committed
  to deliverables and schedules, and formally
  organized into teams, such as
• Project Steering Team
• Analysis Team and Analysis Review Team
• Design Team and Design Review Team
• Development Team
• Pilot-Test Team

B1
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Level 3 Process/PerformerProject (continued)

• Level 3 alignment could look like this in a
  formal mode

Project Steering Team
Project Steering Team
TEMPORARY SUPPORT (AS REQUIRED)
Process
Level 3
Analysis Team
Design Team
Etc.
B1
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The Signals and Costs of Misalignment at Level 3

• Costs to the enterprise
• Rework and repilot-testing time and budget for
  ISD/HPT deliverables due to them being
  inaccurate, incomplete, or inappropriate
• Inefficient use of field and staff support in
  project efforts as SMEs and Master Performers
• Inefficient use of ISD/HPT professionals

• Signals to you
• A lack of customer involvement/support from
  credible master performers and subject matter
  experts in project analysis, design, development,
  and pilot-testing efforts
• Post-deployment evaluations suggest that the
  design and content isnt feasible, accurate, or
  complete

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Exercise 3Self Assessment Level 3 Alignment

• Review the Session Assessment Worksheet Pages
  2-3, Bottom Row
• Take 2 minutes and quickly interview a neighbor
  and assess the alignment of their ISD/HPT System
  with their customers at Level 3 . . . and then
  spend 2 minutes discussing your situation
• Prepare to read out what youve learned about
  the other persons situation and their
  alignment/misalignment status

33
(No Transcript)
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Targeting Your Own Improvements

• Based on your previous assessments of the
  alignment of your TD system with your customers
  at three levels, where do you think you should
  spend your initial energies at improving any of
  your current or future misalignments . . . and
  why?
• Please comment on
• What you think you could/should do for better
  alignment at what level? How will you go about it
  given your situation?

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Session Summary
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Session Objectives Review

• At the conclusion of this session, you should now
  be able to
•  
• Describe the three levels of Voice of the
  Customer for alignment purposes
• Identify the impacts of poor alignment at each
  level
•  
• Assess your organizations alignment to the three
  critical voices
• Identify strategies and tactics for improving
  your alignment
• Use the model as a jump-starter for assessing
  your own organizations alignment to the voices
  of your customers after the session
•  

37
Session Close

• Please Complete
• ISPIs
• Session Evaluation
• Thank You
• Enjoy the conference
• and good luck back on the job!

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Additional References/Resources

• Additional readings and an assessment tool are
  available on the EPPIC Web site
• Performance Modeling for lean-ISDSM
• lean-ISD via the PACT Processes for TD
• lean-ISD White Paper
• Targeting EPPI Enterprise Process Performance
  ImprovementSM
• http//www.eppic.biz

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Facilitator Contact Information

• Guy W. Wallace, CPT
• EPPIC Inc.
• Enterprise Process Performance Improvement
  Consultancy Inc.
• Phone [phone]
• E-mail guy.wallace_at_eppic.biz