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.

2. PHILOSOPHYManagement Meetings • The ‘Top-Level’ Management Meeting is primarily there to ensure everything is working as expected • If it is - then the meeting doesn’t interfere • If it isn’t - 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

3. Measure & analyse current performance (inc. Dept.) Process Management Meeting Receive Org’n measurements Circulate measures and Plan & undertake actions Provide coaching and support meeting objectives / agenda Prepare Process Q4 chart and Ongoing.... circulate to department Review Org’n. measures & progress on actions Exception report Processes Action Yes Req'd? Solve Problem Explore/share best practice Set new actions Plan & undertake actions Provide coaching and support Ongoing.... Prepare Org’n Q4 chart OVERALL CYCLE Individual Process Team Top-Level Organisation

4. Provide context for meeting - objectives, agenda, any new background, RFI from last time List weak areas of performance that Review the Org’n Addressed in are not explained by process issues No Level Measures process review? on a flipchart and address at pt 'A' Yes Have all Understand reasons why, address actions been them and reschedule delivery date. No completed? If more than 25% flag up at pt. 'A' Yes Are all Is process Is it best Agree process Processes in team addressing addressed in to move the No No Yes control? it confidently? meeting? issue forward No Use process Yes Tick-off Schedule & to generate Yes flipchart assign actions new insights A Clarify them and Define the problem clearly Are there resolve them in the Understand the Root Causes any issues arising meeting or plan Process Yes Develop a preferred solution that need to be further actions to Plan and assign responsibility addressed? for its implementation take them forward No Receive presentation Take Agree approach to Schedule & on next subject in this further at move the ideas Yes assign actions schedule of b.p. dev't present? forward No Ensure actions have owners & review mtg. The Top-LevelMeeting

5. 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

6. 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

7. INTRODUCTION • Recap briefly on the objectives • Move onto the agenda – highlighting any special items arising from the organisation’s 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.

8. 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

9. 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.

10. 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)

11. 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.

12. 100 90 80 70 60 Actions%Complete 50 40 30 20 10 0 1 2 3 4 5 6 7 8 9 10 11 12 Meeting Number ACTIONS FROM LAST MEETING • Action 1 … • Action 2 … • …

13. 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

14. 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.

15. Trend Analysis Performance Actions    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

16. 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.

17. 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

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

19. Wrap-up • Check the meeting has met its objectives. • Undertake a meeting review using WWW & RFI