2. We believe that all organizations hold great potential that
can be realized through their performance.
3. But only if they don’t have so many
distractions holding them back.
We believe that all organizations hold great potential that
can be realized through their performance.
5. We’veseen timeand again that when organizations
remove distractions and interferences in the key areas of
Planning, Peopleand Processes they are primed for
success because they have the clarity to focus on what
really matters.
6. When an organization is confident in their Planning,
People, Processes, they have the ability to grow, innovate
and prosper.
11. Surrounding this are three additional triangles – Planning, Peopleand
Processes. Each one of these elements contributes to the changes in an
organization’s performance.
12. Surrounding this are three additional triangles – Planning, Peopleand
Processes. Each one of these elements contributes to the changes in an
organization’s performance.
Thetriangle isa Greeksign‘Delta’, meaning “achange in.”ThroughtheinclusionofPlanning, PeopleandProcesses,thereisachange in thePerformance oftheorganization.
13. 1. Planning
Before an organization can evolve it must understand what it
wants to be in the future, its possibilities and how to get there.
PLANNING
14. Until this area is clear and free of distractions, it is
difficult to move forward.
PLANNING
15. It is important to have a clear plan that sets the
direction for your organization.This plan is
achieved through vision, strategy and actions.
PLANNING
16. Only with clear objectives for your future direction
can people be committed to working towards them
and processes be developedto drive you to new
performance.
PLANNING
18. The three stages of Planning:
Vision
Planning what the future looks
like, how it develops in the future
and what could be stoppingyou
from achieving thatvision.
PLANNING
19. The three stages of Planning:
Vision
Planning what the future looks
like, how it develops in the future
and what could be stoppingyou
from achieving thatvision.
Strategy
Once the vision hasbeen
established, the work of
developing the strategybegins.
The purpose of the strategy is to
begin mapping outthe“how’s”of
reaching the vision and
identifying how to proceed with
the least amount of distractions
and interferences.
PLANNING
20. The three stages of Planning:
Vision
Planning what the future looks
like, how it develops in the future
and what could be stoppingyou
from achieving thatvision.
Strategy
Once the vision hasbeen
established, the work of
developing the strategybegins.
The purpose of the strategy is to
begin mapping outthe“how’s”of
reaching the vision and
identifying how to proceed with
the least amount of distractions
and interferences.
Action
The final task of the planning
stage is determining the actions
that are required to make the
vision and strategy a reality.
These actions must be more than
just notes on a page, they must
be actions that can be assigned,
and where teams and people can
be held accountable.
PLANNING
21. Without a vision and strategy firmly in place and
actions to move it forward, there will be no focus on
what is really important.
PLANNING
22. 2. People
It takes peopleto carry the charge for your organization;
individuals who are fully prepared to be both responsive and
responsible to meetingthe needs of your clients and
organization.
PEOPLE
23. It is vital that the peoplein your organization befully
engaged.This means not only engagedwith the
mission, goals and direction,but also enabled with
the proper tools, resources, skills, knowledge and
training, and energizedthrough a healthy corporate
culture, team environment and personal
development.
PEOPLE
24. When we remove distractions in the People area
of organizations, we are generally looking at
sustainable employeeengagement,
implementingsolutions that create the right
working environments and cultures so that
employees have the confidence to do their jobs
to the best of their abilities and organizations
have the direction and clarity they need to
succeed.
PEOPLE
26. Sustainable employee engagement focuses on three factors:
Traditional Engagement
Employees understand and
believe in organizational goals
andobjectives.They have an
emotional connection (often
pride) with the organizationand
are willing to give extra effort.
PEOPLE
27. Sustainable employee engagement focuses on three factors:
Traditional Engagement
Employees understand and
believe in organizational goals
andobjectives.They have an
emotional connection (often
pride) with the organizationand
are willing to give extra effort.
Enablement
Employees skills are matched to
their tasks, and their abilities are
used optimally. As well, they
have access to the resources they
need to do their jobs –
information,technology,tools
and equipment, training and
financial support.
PEOPLE
28. Sustainable employee engagement focuses on three factors:
Traditional Engagement
Employees understand and
believe in organizational goals
andobjectives.They have an
emotional connection (often
pride) with the organizationand
are willing to give extra effort.
Enablement
Employees skills are matched to
their tasks, and their abilities are
used optimally. As well, they
have access to the resources they
need to do their jobs –
information,technology,tools
and equipment, training and
financial support.
Energy
The organization creates an
environment that focuses on the
physical, emotional and social
well-being of employees where
they feel cared about as
individuals.
PEOPLE
29. When the right peopleare in the right positions and have the right tools,
support and environment to work in, performance is easy to achieve.
PEOPLE
30. 3. Processes
The right processes must be in place to help the peoplein your
organization deliver on the plan.
PROCESSES
31. You can develop endless processes, but if they
are not easily understood and repeatable by the
people in charge of carrying them out, they will
be ineffective and reduce productivity.They
must be efficient, but more importantly, they
must be the right processes for the people who
need to use them.
PROCESSES
32. Not having the right processes in place can
cause frustration and confusion in
organizations. Processes must be developedto
support the objectives and goals identifiedin
the Planning stage.
PROCESSES
33. These processes need to be balanced between the
goals and objectivesthat have been established.
Focusing only on one objective may result in the
processes actually undermining the organization’s
performance.
PROCESSES
34. The three key areas to streamlining processes:
PROCESSES
35. The three key areas to streamlining processes:
Alignment
The processes that are developed
must align with your organization’s
goals and objectives.They must also
be aligned with the strategies that
were laid out in the Planning stage.
Only when alignment is in place can
the processescontribute to the
organization’s developmentand
performance. Often processesneed
to bere-designedto meetthe
evolvingneedsof an organization or
newobjectives.
PROCESSES
36. The three key areas to streamlining processes:
Alignment
The processes that are developed
must align with your organization’s
goals and objectives.They must also
be aligned with the strategies that
were laid out in the Planning stage.
Only when alignment is in place can
the processescontribute to the
organization’s developmentand
performance. Often processesneed
to bere-designedto meetthe
evolvingneedsof an organization or
newobjectives.
Efficiency
There’s nothing more distracting and
harmful to productivity than a
process that is inefficient. Processes
must produce the desired result in
the most efficient manner. At the
sametime, the process must
maintain the quality of the result.
PROCESSES
37. The three key areas to streamlining processes:
Alignment
The processes that are developed
must align with your organization’s
goals and objectives.They must also
be aligned with the strategies that
were laid out in the Planning stage.
Only when alignment is in place can
the processescontribute to the
organization’s developmentand
performance. Often processesneed
to bere-designedto meetthe
evolvingneedsof an organization or
newobjectives.
Efficiency
There’s nothing more distracting and
harmful to productivity than a
process that is inefficient. Processes
must produce the desired result in
the most efficient manner. At the
sametime, the process must
maintain the quality of the result.
Usability
Processes must be stable. If processes
are in a state of flux, efficiency
cannot bemaintained. Processes
mustberefinedand developedso
that they are repeatable.Ensuring
that your processesare measurable
and regularlycollecting data on them
will helpyou ensure that they are
usableand willhelpyou achieve your
vision.Theprocessesmust be
adoptable by the peoplethat needto
performthem. Ifa process requires a
certain skilllevel,it must bedesigned
at a levelthat allowsthe workforceto
be trained to performit. Peoplemust
understand not only how to perform
the processes, but also understand
how it is vital to the organization’s
objectivesand goals.
PROCESSES
39. Look at it this way, you can have a great plan, but without the
right peopleand processes in place to executeit, it means
40. You can have streamlined and efficient processes,
but if they don’t align with the plan, they are, at
best, little help, and, at worst, a distraction from
more important work. Or if the peoplewho need
to use them aren’t trained in the right skills; or
the processes weren’t designedto fit in with their
work in a seamless way, they won’t use them.
41. And peoplewithout a plan to follow or the right
processes to utilize are never going to reach their
peak performance, no matter how confident,
competent and motivated they are.
42. And the backbone of this whole setup is data. Only
by having the right information connected to
specific business requirements can you implement
the changes in these areas that you can be
confident will improve performance.Weaved
throughout Planning, Peopleand Processes data
plays an integral role, from using it to make
evidence-based decisions in the planning phase, to
making sure your peoplehave the right
information to do their work, to creating metrics in
order to refine processes and make them more
efficient and useable. Data is everywhere.
43. We believeall organizations should be able to
measure their performance and decisions
should always be backed by evidence.
44. Not only is it desirable to run an organization based on
solid information, but it is the only way to reach your true
potential.
45. Not only is it desirable to run an organization based on
solid information, but it is the only way to reach your true
potential.
Poor data, confusing data or not
enough datais a huge distraction
for organizations.
Just as frustrating is havingdata,
but not knowing how to connect it
to business requirements to move
forward.
46. Data isn’t just for IT people.
It’s for everyone.
Peopleand organizations are far more successful when they have
the right tools in their hands and know how to use them versus
merely using intuition or watching what the next guy is doing.
YOU NEEDTO HAVETHE RIGHT DATAAND KNOW HOWTO USE IT.
47. When these four triangles are combined, a fifth triangle
emerges,embracing all of them.This triangle embodies
the organization.
48. Management
Client
Traditionally, the organizational structure places
management at the top making decisions that
filter downwards and culminate in the product
or service that client receives at the bottom.
49. However, through the Delta P4 Model of
integrating the four elements, the
organizational structure becomes inverted,
placing the client on top.Thus, it is the client
who communicates their needs to the
frontline staff and drives the direction of the
organization.
Management
Client
50. Senior leadership must then create a plan to meet
these needs, ensure their people are engaged with the
plan and responsive to meetthe needs of the client
and have the right processes in place to fulfill the plan.
51. Along this route they must make sure that the
right data is being collected to measure the key
performance indicators so adjustments can be
made if necessary. Only through evidence-
based decisions will they be able to make
certain that the needs of the client are being
fully met and the organization is growing in the
right direction.
52. In the end,everything comes full circle. By
setting forth to change performance, your
organization focuses on improving its three core
areas, measuring your progress through data. By
doing so, you change the very set-up of the
organization – listening and communicating to
the client more and therefore discovering what
you must accomplish in order to meettheir
needs. By knowing these needs you can more
efficiently and effectively meet them, and
therefore improve performance.
53. And the entire model scales. Not only is it true at
an organizational level, but at a departmental
one and down to individual projects. Every
project has Planning, People and Processes
associated with it. And if you ignore any of these
– if you don’t remove the distractions and
interferences in each area and optimizethe
ability to take advantage of opportunitiesin
each one – the project will never meet its
maximum potential.
54. Contact us today to see how we can use this model to remove
your distractions and help you focus on what really matters.
