Traditionally strategies tend to be progressed as continuous improvement. The requirement to select, design, shape and implement effective strategy is critical. A shift towards alternative and innovative thinking is needed, while challenging orthodox thinking. What’s needed are more strategic foresight, where the aim is to work out the best possible options and contingencies in advance, and less strategic hindsight, where the aim is try to work out what went wrong.

To shape and form strategic choices before the concrete sets, a particular construction is required for the organisation to expand the size of its initial information awareness field of view, enabling a greater range of information to be used to inform its decision phase by posing a wider range of choices. Creating an organic assessment process to keep looking for alternative perspectives as the chosen strategy unfolds. The high-end awareness helps to construct flowing strategic decisions.

The purpose of an undertaking to establish the client interaction points between various groups within the community. The aim is to highlight hotspots and gaps in the client experience in order to assist with developing a greater understanding of client interactions, services and products and how this impacts on the end-to-end experience.

  • Identify who the users of the system are — what are the characteristics of the external clients
  • Identify the trigger points — when and how do they interact with the organisation
  • Identify any gaps that may interfere or hinder their ability to meet their obligations
  • Identify some of the risks and issues
  • Discover the possible areas of confusion for the clients, so pre-emptive measures can be created or anticipate reaction from the community
  • Understand the client’s motivating factors and how these influence their behaviour when interacting with the organisation
  • Identify the sort of activities that the different groups of the community may undertake

Activities undertaken in the form of:

  • Journey maps
  • User pathways
  • Scenarios
  • Storytelling

Conversations revolve around first hand accounts of  interactions and experiences with regard to:

  • Knowledge and awareness
  • What do they feel
  • Drivers pushing them to act
  • Barriers stopping them acting
  • Reality versus intention

Issues explored during workshops reveal certain behaviours occurring with the use of  products and services that are not previously known to the business. Develop a greater understanding and insights to the community by developing gathering and extraction tools that combine the use of hard data, soft data and spatial data.

This is in the form of:

  • Spatial data – made by connecting data about a theme with a spatial model of its geographic distribution
  • Demographics – to assist in gaining an understanding about the differences between people in terms of their health, education, attitudes and employment patterns
  • Soft data – the collection of information such as preference, concerns, contributing factors, etc, that over time reveal a long causal chain and demographic trends
  • Hard data – what can be described with some specificity that is quantified over a period of time

One thought on “Explore

  1. Sharen, what you described reminded me of when I worked on Poka Yoke for Holden. The Toyota Way also describes tools that perform the functions above. Don’t underestimate the power of continuous improvement.

    Done right continuous improvement is transformative and can even be revolutionary. Here’s some rules about continuous improvement that I rarely see put in place but are essential to its effectiveness.

    1. Never laminate your work instructions?
    2. Always ask, is there a better way?
    3. Always ask, is this how you actually work?

    The power of continuous improvement comes from the fact it is driven from the bottom up. Sure, not all suggestions are acted on and not all suggestions fit within the top-down business agenda. The fact is 2000 people on the factory floor will out-think and out-innovate a handful of engineers and managers every single time.

    And the same is true for services and policy, your customers and citizens know what the best services and policies look like, you just need to ask them. The problem then becomes a matter of sorting and collating the information and making rational decisions. Rational decision making is equally difficult in all organisations. It is, however, made much more difficult when you laminate your work instructions.

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