This is the pack used by Eduardo Nofuentes during his talk on Thursday 21st of June 2018 about using Lean and Agile to transform Contact Centres and Sales Teams in Sydney and organised by Smart Recruitment.

1. Revolutionise your Team
through Lean & Agile
Thinking
Smaart Recruitment Event – 21st of June 2018

2. Nice to meet you

3. What is agile?

4. What is agile?
ag-ile
adjective
“the ability to move quickly and easily”

5. The agile manifesto (2001)
“We are uncovering better ways of developing software by doing it and helping
others do it. Through this work we have come to value:
Individual and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on the right, we value the items on the
left more.”

6. The agile manifesto (2001)
“We are uncovering better ways of developing software by doing it and helping
others do it. Through this work we have come to value:
Individual and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on the right, we value the items on the
left more.”

7. The agile manifesto (2001)
“We are uncovering better ways of developing software by doing it and helping
others do it. Through this work we have come to value:
Individual and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on the right, we value the items on the
left more.”
working
Outcomes

8. Agile is a mindset
KEY BEHAVIOURS THAT ENABLE THE AGILE MINDSET
• Respect for the worth of every person
• Truth in every communication
• Transparency of all data, actions, and decisions
• Trust that each person will support the team
• Commitment to the team and to the team’s goals -
Collaboration

9. The principles behind agile
DEFINING PRINCIPLES OF AGILE
• Our highest priority is to satisfy the customer.
• Deliver outcomes frequently.
• Business people must work together daily throughout the project.
• Build projects around motivated individuals.
• The most efficient and effective method of communication is face-
to-face.
• Outcomes are the primary measure of progress.
• Agile processes promote sustainable development.
• Simplicity is essential.
• The best outcomes emerge from self-organizing teams.
• At regular intervals, the team reflects on how to become more
effective, then tunes and adjusts its behavior accordingly.

10. Guiding principles of agile
From the article “What is Agile “by Steve Denning – Image inspired by Ahmed Sidky
Agile is a
mindset
Described by
4 values
Defined by
12 principles
Manifested through an
Unlimited number of
practices

11. 3 waves of agile
The three Waves of Agile by Charlie Rudd – Solutions IQ

12. How to achieve
organisational
agility

13. Achieving Organisational Agility
Lean Portfolio
Management
Ways of Working
System of
Work

14. Achieving Organisational Agility
Ways of Working
System of
Work
Lean Portfolio
Management

15. Ways of Working
1. Start with the Purpose
2. Visualise the Work
3. Set up the right Operating Rhythm
4. Use Continuous Improvement Tools

16. Ways of Working – Start with the Purpose

17. Ways of Working – Start with the Purpose

18. Ways of Working – Start with the Purpose

19. Ways of Working – Start with the Purpose

20. Ways of Working – Visualise the work

21. Ways of Working – Visualise the work
Contact Centre Daily Wall

22. Ways of Working – Visualise the work
Contact Centre Roster Wall

23. Ways of Working – Visualise the work
Contact Centre Customer Satisfaction Wall

24. Ways of Working – Visualise the work
Contact Centre Continuous Improvement Wall

25. Ways of Working – Visualise the work
Contact Centre Continuous Improvement Wall

26. Ways of Working – Visualise the work
Contact Centre Failure Demand Wall

27. Ways of Working – Visualise the work
Initiatives Radar Wall

28. Ways of Working – Visualise the work
Sales Pipeline

29. Ways of Working – Visualise the work
Sales Radar Wall

30. Ways of Working – Visualise the work
Service Desk Wall

31. Physical board or online?
Ways of Working – Visualise the work

32. • The team loves using it
• 1-1s happen at the wall
• Meeting point
• It attracts new fans
• The bosses are happy about it
• It is self-explanatory
• Team driven
• Tailored
You have a great board if…
Ways of Working – Visualise the work

33. • Used for micromanagement
• They are Wall Decoration
• Management driven
• Work is pushed vs. pulled
• Duplicated in excel
• We don’t cancel other
meetings
• One-size fits all
• It becomes a chore
You don’t have a great board
if…
Ways of Working – Visualise the work

34. Ways of Working – Operating Rhythm
90 Days Planning, Daily Stand ups, Sprint Planning…

35. Ways of Working – Operating Rhythm
Also works remotely…

36. Value Stream Mapping
Ways of Working – Continuous Improvement
Tools

37. Ways of Working – Continuous Improvement
Tools
Value Stream Mapping

38. Improvement Kata Model
Ways of Working – Continuous Improvement
Tools

39. Retrospectives
Ways of Working – Continuous Improvement
Tools

40. Retrospectives
Ways of Working – Continuous Improvement
Tools

41. Retrospectives
Ways of Working – Continuous Improvement
Tools

42. Retrospectives
Ways of Working – Continuous Improvement
Tools

43. Retrospectives
Ways of Working – Continuous Improvement
Tools

44. Achieving Organisational Agility
Lean Portfolio
Management
Ways of Working
System of
Work

45. Lean Portfolio Management
1. What are the main objectives we are
trying to achieve?
2. Are we doing the right work to
achieve those objectives?
3. How are we measuring if we achieve
those objectives?
4. Is all the work we are doing for the
here and now?

46. Lean Portfolio Management – Why?

47. Lean Portfolio Management – 3 Horizons
The Lean Enterprise – Humble, Molesky & O’Reilly

48. Lean Portfolio Management – OKR’s
OKR’s
Objectives &
Key Results

49. Lean Portfolio Management – OKR’s

50. Lean Portfolio Management – OKR’s

51. Achieving Organisational Agility
Lean Portfolio
Management
Ways of Working
System of
Work

52. System of Work
1. Are we thinking about the customer or
internally?
2. Are we managing customers or calls?
3. What are the constraints in the system
that stop us from delivering value to
the customer?
4. Do we really have a lean and agile
culture?

53. System of Work – True Customer Focus?
We must shift the focus of
companies back to the customer and
away from shareholder value.
Companies should place customers
at the center of the firm and focus on
delighting them, while earning an
acceptable return for shareholders.
“The only valid purpose of a firm is to create a customer ” Peter Drucker

54. System of Work - True customer focus?
Yes. It can happen!

55. System of Work - True customer focus?
And it works!

56. System of Work – True Customer Focus?
Use a Systems Thinking or a
Design Thinking approach to
the way you structure your
teams and organisations
starting with the customer
first
“To manage an organisation as a system means understanding how work flows from
and to the organisation’s customers.” John Seddon
Departmental Silos

57. System of Work– Do we manage calls or
customers?
The Vanguard Guide to Transforming Contact Centres

58. System of Work– Value & Failure Demand
VALUE DEMAND:
Value Demand is the reason why the
Contact Centre exists. This is the
teams’ opportunity to deliver a
product or service that benefits the
customer
FAILURE DEMAND:
Failure Demand is where we have
failed the customer by not doing
something or by not doing it right the
first time. This can either be at the
Contact Centre or the Organisation
level.

59. System of Work– Constraints in the system
AGILE
TRADITIONAL
STRUCTURE
RECRUITMENT
TRAINING AND INDUCTION
QUALITY AND COACHING
ROSTERNG AND WFM
REPORTING AND METRICS
REWARD AND RECOGNITION

60. System of Work– Constraints in the system
AGILE
TRADITIONAL
STRUCTURE
• FLAT STRUCTURE
• NO
SPECIALISATION
• ONE QUEUE
• CLEAR CAREER
PROGRESSION
• HIERARCHICAL
• SILOS
• COMPLEX CALL-
ROUTING
• “US” vs. “THEM”

61. System of Work– Constraints in the system
AGILE
TRADITIONAL
• TEAM INVOLVED
• ATTITUDE AND
PERSONALITY OVER
SKILLS
• GROWTH MINDSET
• ALWAYS USE SMAART
RECRUITMENT!
• TEAM NOT INVOLVED
• SET CRITERIA
• SCRIPTED
INTERVIEWS
• SKILL OVER ATTITUDE
• EXPERIENCE OVER
BEHAVIOUR
RECRUITMENT

62. System of Work– Constraints in the system
AGILE
TRADITIONAL
• TEAM INVOLVEMENT
• ON-THE-JOB
TRAINING
• 2-WEEK INDUCTION
• CUSTOMER-
DEMAND TRAINING
• NO TEAM INVOLVEMENT
• CLASSROOM TRAINING
• INDUCTION 6-8 WEEKS
• PRODUCT-CENTRIC
TRAINING
TRAINING AND INDUCTION

63. System of Work– Constraints in the system
AGILE
TRADITIONAL
QUALITY AND COACHING
• SIDE-BY-SIDE
COACHING
• SIMPLE CRITERIA
• USED TO COACH
• QUALITY IS A KEY
FOCUS
• CUSTOMER
EXPERIENCE DRIVEN
• QUALITY EXTERNALLY
MONITERED
• COMPLEX CRITERIA
AND CHECKLISTS
• USED TO POLICE
• QUALITY IS NOT A KEY
FOCUS
• COMPLIANCE DRIVEN

64. System of Work– Constraints in the system
AGILE
TRADITIONAL
ROSTERING AND WFM
• TEAM DRIVEN
• FLEXIBLE
• CUSTOMER-CENTRIC
• TEAM TREATED AS
ADULTS
• DONE EXTERNALLY
• WFM IN CONTROL
• RIGID APPROACH
• TEAM TREATED AS
CHILDREN

65. System of Work– Constraints in the system
AGILE
TRADITIONAL
REPORTING AND METRICS
• OUTCOMES BASED
• TARGETS SET BY THE
TEAM
• LEADING INDICATORS
• TEAM KPIs
• QUALITY & CUSTOMER
EXPERIENCED BASED
• OUTPUTS BASED
• TOP DOWN TARGETS
• LAGGING INDICATORS
• INDIVIDUAL KPIs
• PRODUCTIVITY BASED

66. System of Work– Constraints in the system
TRADITIONAL
REWARD AND RECOGNITION
• REWARD TEAM
COLLABORATION
• BASED ON CUSTOMER
EXPERIENCE
• TEAM LED
• INCENTIVES LINKED TO
TEAM AND
ORGANISATION
PERFORMANCE
• REWARD INDIVIDUALS
• BASED ON PRODUCTIVITY
MEASURES
• LEADERSHIP DRIVEN
• INCENTIVES LINK TO
INDIVIDUAL
PERFORMANCE
AGILE

67. System of Work– A lean and agile culture
What it isn’t…

68. System of Work – A lean and agile culture
“Value is always defined by the customer”…”Any activity that is unproductive or
does not add to the value of product is waste” The Toyota System
Build a culture in your
organisation or team where the
focus of everyone is on
eliminating waste, adding value
for the customer and improving
flow of work
Waste, Flow and Value

69. “Everything should be made as simple as possible. But not simpler” Albert
Einstein
Build a culture where
SIMPLICITY is well regarded and
seen as a key competitive
advantage. Not only on the way
products or services are
designed, but also the way
internal processes, meetings,
and collaboration tools are
designed and run.
Simplicity
System of Work– A lean and agile culture

70. “Continuous Improvement is better than delayed perfection”
Mark Twain
True agility means that
teams are constantly
working to evolve their
processes to deal with their
particular obstacles they are
facing at any given time.
Design and
run
experiment
(do)
Study
results
(check)
Evolve
model and
implement
changes
(act)
Create
hypothesis
(plan)
The Deming
cycle
Continuous Improvement
System of Work– A lean and agile culture

71. The Results?
More Engaged Teams Increased Customer Satisfaction
Better Results Increased Operational Efficiency

72. All this won’t happen without…
Brave Leadership

73. Thank you