Last month I introduced the concept of the CI Ecosystem. This month, I want to discuss the a few odd and ends required within the corporation to launch a sustainable CI culture.
- Implement a Portfolio management process.
Not every leader and organization have the experience or rigor to capture, vet, prioritize and execute CI ideas in an organized manner [which leads to an overall view of improving the operations]. For this reason, I suggest implementing a tool to organize CI projects for decision making. The concept is called Project Portfolio Management. Usually, I’ve seen this start with a simple list of ideas (Excel based) but as the organization matures, it becomes necessary to leverage an enterprise tool (again, common infrastructure, common language). The ideas can be striped between Just Do Its (JDIs), functional based and multiple function/ends to end value stream projects. Further, a well running portfolio process will support the efficient matching of projects to budget and resources and monitoring. Depending on the organization’s current capability, this can be another workstream on CI maturity roadmap as part of the CI Ecosystem.
- Build the CI topic into Governance and Operating Meeting Agendas
Having a portfolio process is important but just as important is management taking interest in the portfolio process and status. It’s very powerful when a leader takes an hour a month to review the portfolio, make decisions on priorities, ensure projects receive the right support, eliminate roadblocks and review completed projects for achievements and lessons learned. It not only demonstrates their commitment to CI as an important aspect of their business, but it also provides a great opportunity to develop people and get to know the individuals in their business who are executing the projects.
- Ways of working – If CI is so important then its important enough to be included into the organizations “ways of working”.
- Goals and Objectives – each level of the organization can take personal goals whether it’s accomplishing a JDI, executing a functional CI project or sponsoring a team. So, ensure all levels of the organization commit to some goal(s) in their annual goals and objectives plan.
- Evaluation Processes – If people know they will be evaluated [and rewarded] on their support for CI, it will become a focus. So, not only include CI goals and objectives in annual goals but include feedback in performance discussions.
- Strategic and Operating Plans – During annual budgeting, strategic planning and regular operating reviews occur, ensure there is an expectation for a discussion on the functions CI plans and accomplishments. To go a step further, I would require the value of CI be clearly called out in the functional budget bridge year over year. If an executive knows the CEO and CFO will ask, it will be move up higher in the priority list.
So, what’s the alternative? The alternative to not focusing on establishing a CI capability is wasted resources, frustration with unorganized projects not all completely on time or achieving their goals (let’s face it, projects will always be necessary) and the missed opportunity to grow a winning feeling within the team. I said from the beginning, I have always been perplexed with leaders who are not interested in supporting a continuous improvement mindset within their organization. There’s a huge payback in terms of financial return, simplified operations, people development and organization confidence. It really costs the executive team minimal time and resources. For functional leaders, it’s a great way to develop people and excite them as they see how much they’re capable of achieving.
As a global operator, I’ve loved the opportunity to build the CI capabilities. If you’ve been thinking about leading your own journey, I hope my experiences help you imbed a sustainable and impactful CI capability.
