Maturity Model (Cultural Spectrum)

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Maturity Model (Cultural Spectrum)

• These slides provide an understanding of one of
  the maturity models used in systematic management
  the cultural spectrum.
• The slides are largely self-explanatory, and can
  be used as part of a session for review and
  reflection, and for developing plans to make
  further progress on systematic management.
• Please do not attempt to use these slides as part
  of a presentation until you have read and fully
  understood the relevant sections of the website,
  and you are clear on the points you wish to make
  with them

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THE CULTURAL SPECTRUM
The cultural spectrum provides a simple means for
groups to discuss and explore their aspirations
and their perceptions for each aspect of the
management framework
The following pages give an overview of the
spectrum, and how it should be used.
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USING THE SPECTRUM
The cultural spectrum is intended to reflect the
various stages of development a team might pass
through on their way to fully implementing the
six aspects of the management framework.
The statement nearest the bottom of each column
is intended to reflect the least progress toward
implementing the framework, and the statement
nearest the top - the most progress. Individuals
can think through their own views of what their
team should be achieving, and what they see as
the current position. By sharing these views, the
team can discuss and explore the different
viewpoints that exist and the reasons behind
them. Through this they can develop a consensus
on the teams aspirations and its current
strengths and deficiencies. The team can then
begin to reach a common agreement on the nature
of the gaps, and begin to plan how it will
address them. The following pages provide further
definition of what is meant by each step in the
spectrum, and finishes with a form which the team
can use to explore and document its own
intentions with regard to the spectrum.
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Aspiration
Current Perception
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PURPOSE
Ensuring the needs and issues of all your
Customers are clearly defined and understood, and
that your people are systematically finding new
ways to serve them better.
What is meant by the statements ...

• Knowledge and desire to ensure delight The team
  have moved beyond the concept of merely
  satisfying the customer to one of delighting
  them. This means that they know so much about
  the customers and their issues that they
  anticipate support the customer in ways the
  customer hadnt even though of.
• Systematic focus on Customer Satisfaction The
  team have developed a systematic approach to
  ensure that all their customers are satisfied.
  They see the weakness in relying on individual
  efforts, and have established targets and
  measures of customer satisfaction which result in
  regular process re-design.
• Clear desire to satisfy Customers All the
  individuals of the team now understand that
  success in their role is about the difference
  that they make to their Customers. They have
  taken this to heart, and have taken steps to seek
  customer feedback and to respond to that feedback
  by changing their approach.
• Customer awareness is evident Team members are
  aware of the concept of customers, and can
  identify who their customers actually are. They
  can now relate what they do to the reason why
  they do it, and the difference that good or poor
  quality (in product or service) makes to the
  customer.
• Largely task rather than role focus Team
  members may be aware of who receives the work
  that they do, but they do not yet see them to be
  valid judges of the quality of that work. People
  tend to conform to what they have been instructed
  and to do the tasks they have been set, with
  little reference to the impact these may have on
  the customer.

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PHILOSOPHY
Establishing a common value set, and building
real commitment to clear targets for the
improvement of your process performance.
What is meant by the statements ...

• A clearly designed value set is evident The
  team has developed a very clear picture of what
  it is trying to achieve, and has determined the
  behaviours it requires to make this happen. It
  has redesigned the way management operates to
  ensure that these behaviours are rewarded, and
  the converse are penalised.
• Comprehensive standards rigorously prosecuted
  The team has standards of performance, based on
  business direction, for all aspects of its work.
  Progress and performance against these are
  regularly monitored and observed deficiencies are
  a clear focus of attention until they have been
  addressed.
• Standards exist and are actively pursued The
  team develops standards of performance, based on
  the business direction, for the main aspects of
  its work. These standards are well understood
  within the team, and there is clear evidence that
  most people are adjusting their approach to
  achieve them.
• A direction is evident but goals are unclear
  Business direction is now clear, and the team now
  understands what it is trying to do to support
  this. It may even have determined the actions it
  needs to undertake, but it has not as yet
  translated this into clear standards of
  performance or S.M.A.R.T. objectives.
• Value set, if any, largely depends on
  individuals There is little evidence that the
  overall goals of the business have been
  objectively translated into local initiatives and
  direction. Where local initiatives exist they
  are more likely to be a result of local
  management objectives than a clear, coherent
  business direction.

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PEOPLE
Developing your peoples abilities and attitudes
in a planned and productive manner, through a
clearly defined programme of challenges,
experiences, team involvement, and training.
What is meant by the statements ...

• Development designed into work patterns The
  team has recognised it has a responsibility to
  develop both its current performance and its
  future potential. Work patterns have therefore
  been designed to focus as much on the ongoing
  development of competence, as on the use of that
  competence in delivery.
• System of growth through challenge and coaching
  Development of both teams and individuals is
  planned and systematic. Roles and projects are
  regularly allocated slightly beyond the team or
  individuals current competence in order to drive
  a practical coaching programme and continuous
  development.
• Clear effort to involve support and encourage
  Individual development of team members is an
  ongoing consideration. Annual appraisals are
  supplemented by regular and frequent review
  sessions, which commonly result in the
  development of individual skills through the
  provision of planned support.
• Effort largely a result of observed deficiencies
  Individual development tends to be focused in
  formal training courses planned in response to
  the appraisal process. Some one-to-one support
  does take place, but only in cases where a
  problem is evident or someone is new to the task.
• No serious attempt to address development The
  team does little to identify and act upon
  individual development needs. New tasks and
  situations are allocated on a largely sink or
  swim basis. Appraisals (where they are carried
  out) tend to focus on evaluation, resulting
  training actions are often forgotten.

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PROCESS
Ensuring all the processes which effect
performance are responsibly developed and
designed , using methods which aid collective
involvement and disciplined thinking.
What is meant by the statements ...

• All processes deliberately designed to perform
  There is a regular cycle of re-evaluating the
  performance of all processes, redesigning them
  to achieve their potential. Design tools are
  clearly in evidence and there is frequent
  exper-imentation with new concepts and ideas for
  improving process performance.
• Key/critical processes have been designed The
  team identify their key/critical processes in
  serving their customers, and explicitly evaluate
  the performance of these processes against
  customer needs and through bench-marking. They
  consciously re-design these processes to fulfil
  their potential.
• Processes have been mapped and developed Some
  key processes have now been mapped to
  graphically illustrate the process flow. This
  has led to some development of the process
  through addressing obvious inefficiencies and
  through the use of a problem solving discipline
  in tackling known issues.
• Some clear documenting and control of processes
  There is some clear documenting and control of
  processes, probably through written procedures
  and inspection routines. This may have arisen as
  part of adhering to a quality management system
  such as that required by ISO 9000 registration.
• Concept of processes is not evident The team is
  largely unaware of the concept of processes in
  their day-to-day work. Tasks are often seen in
  isolation and there is little consideration of
  the need to develop sequences of tasks to improve
  or control overall performance.

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PREDICT
Ensuring process performance is measured
objectively using trends and gap analysis to
drive a disciplined approach to solving current
or potential performance issues.
What is meant by the statements ...

• All activity consciously analysed and modelled
  All aspects of the teams activity is now
  measured, and the results fed into a data model
  to compare actual against predicted process
  performance. The model is used to identify scope
  for further process design to improve performance
  or reduce variance.
• Rigorous prediction and trending invoke PSD
  Measurement is seen as the key mechanism for
  driving organisational learning. Performance
  trends are plotted against predictions based on
  forecast impacts of new developments. A
  rigorous problem solving discipline (PSD) is used
  to reconcile deficiencies.
• Measured deviations are clearly analysed
  Performance monitoring is an integral part of the
  teams regular management cycle. Observed
  deficiencies, where performance falls short of
  what was expected, are a focus for the team
  attention, and are analysed to avoid future
  recurrence.
• Performance objectively monitored and recorded
  Teams have defined the main parameters which
  determine their success in serving the business
  and its customers. They have developed the means
  for measuring their performance against these,
  and regularly report current performance and
  trends.
• No objective performance monitors Except,
  perhaps, for financial data, there is no regular
  monitoring of the teams overall performance in
  fulfilling their role. Financial budgets may be
  set and adhered to, but individual and team
  review is largely anecdotal and focussed on
  events rather than performance.

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PERFECT
Developing plans to monitor and improve all of
the foregoing, and to achieve attainment of the
higher levels of the cultural spectrum.
What is meant by the statements ...

• Systematic improvement of overall fitness The
  fitness aspects which develop future team
  process competence are now developed
  systematically as processes in their own right.
  The performance of these fitness processes are
  measured against clear targets and improved
  through re-design the PSD.
• Fitness is understood and steadily improved
  The team has fully grasped the concept that
  future performance is based on current practice
  in the fitness aspects which develop the team
  and process competence (e.g. management
  training). They have begun to develop their
  performance in these areas.
• Clear strategy for improving performance The
  team has now defined a long term strategy for
  developing its processes and performance, and
  improving its service to the business and its
  customers. The strategy anticipates future needs
  developments, sets in place an improvement
  programme to meet it.
• Improvements take place on an ad-hoc basis
  Firefighting has given way to prevention.
  Improvements now takes place in the absence of an
  immediate problem but they tend to reflect
  current local issues based on current practice.
  They are not seen as part of a coherent strategy
  for continuous improvement.
• There is no clear planned improvement There is
  no specific plan for improving performance.
  Improvement only takes place where problems have
  reached a level which is unacceptable to the team
  or its customers. The focus is clearly on
  fire-fighting, with little in the way of follow
  up to prevent future fires.

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ANALYSIS
Encourage members of the team to first complete
this form individually so that they develop their
own arguments for their thinking. These can then
be reconciled into a team view by discussion and
consensus.

• The preferred approach to self-analysis using the
  spectrum is to work through it column by column.
  Within each column reflect on the bottom-most
  statement first and then work up the column until
  you find the statement that in some way exceeds
  what you consider to be your view.
• Them move back to the statement below it and
  reconsider whether this statement is the closest
  available to reflecting either your aspiration or
  your perception, and mark it accordingly.
• In arriving at a team view extremes of viewpoint
  should be explored first, in order to ensure all
  arguments are heard.

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THE CULTURAL SPECTRUMSyndicate Brief

• Individually
• Consider each of the columns of the cultural
  spectrum and circle the level at which your
  process team needs to operate to achieve lasting
  benefit from the QFD,
• Reconsider each of the columns and mark with a
  tick where you think your process team currently
  is.
• In your process teams
• Mark on one chart all the views of the process
  team members with regard to where the process
  needs to be.
• Discuss the extremes and explore the reasons
  people have for their views. Continue asking for
  other views for and against, until all the
  arguments have been heard
• Agree that all the arguments for each of the
  levels have been heard, and then check that the
  team will abide by the consensus of the vote
• Re-score the levels, take the most popular as
  the team-perception
• Repeat for each column then for the scores on
  current perception
• Look at where there are differences between the
  required level and current perception and think
  of what the team should do to begin to close the
  gap - establish these as actions.