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Sense and Respond Book Review by Tomislav Petrovic

4.0 out of 5 stars Insightful, proven, necessary in today’s world,26 Nov 2012
Amazon Verified Purchase

I find the book very insightful. It offers proven new methods for organisation architecture and management. For those who until now had contact only with “classical” (Tayloristic) management techniques, book will offer new very interesting and challenging ideas and views.
I especially liked parts with typical comments of the employees in specific situations and comparison between new management model vs mass-production management model.
I think that most of company owners in today’s world should read this book and have in mind ideas mentioned here.

I didn’t give 5 stars to the book only because I prefer to have theory and examples mixed. Theoretical part of the book has 4 major chapters and only after reading all of them, you will get to the examples part in which writers describe how it all looked in practice. For example, mixture of examples and theory which you can find in book Kanban by David J Anderson is perfect for me. Simply, I understand better theory when example follows immediately.

Sense and Respond–Tomando café con Stephen Parry

19 de octubre de 2012

Guest Post –

Gobierno de las TIC - Conocimiento Adquirido

Sense and Respond–Tomando café con Stephen Parry

El pasado mes de Agosto se celebró en Barcelona la unconference ALE2012 a la que no pude asistir completamente. Aún así, tuve la oportunidad de asistir a la conferencia que impartió Stephen Parry titulada “Evidences and Facts are not enough”.

senseAndrespondStephen es un orador veterano y ya nos conocíamos anteriormente debido a su libro Sense and Respond que es el motivo central de esta reseña bibliográfica.  Cuando me toca hablar sobre la aplicación de Lean a la gestión de servicios IT, es habitual poner sobre la mesa algunos casos de éxito o referencias y uso habitualmente el caso de Fujitsu Services, comentado por Jim Womak en el Hardvard Business Review. Fujitsu tiene una larga y conocida trayectoria en la aplicación de Lean en la entrega de servicios y esta trayectoria se ha visto fuertemente impulsada por la metodología Sense and Respond que Stephen Parry ayudó a desarrollar en sus años dentro de Fujitsu.

El libro recoge los aspectos fundamentales de esta aproximación, en la que podemos resaltar algunos aspectos fundamentales:

1.- Customer Purpose: Es un tema recurrente durante todo el libro. Sólo podremos dar servicios de valor si somos capaces de entender cuál es el propósito del cliente (no es qué me pide, sino para qué me lo pide). Este hecho fundamental está tanto en las definiciones de valor desde el punto de vista Lean como en la propia definición de servicio que hacen ITIL 2011 o ISO20000:2011 “[…] facilitando los resultados que los clientes quieren lograr[…]”

2.- Sense: en el sentido de percibir sensaciones, en el sentido en el que una araña siente cualquier vibración en su tela para acudir, la organización proveedora de servicios tiene que tener una predisposición especial a sentir lo que ocurre en sus clientes. Y justamente no es desde la dirección o desde los niveles más alejados del cliente donde se hace esta percepción, sino justamente desde los centros de atención al cliente, desde los soportes presenciales, desde las unidades que ejecutan y entregan los servicios a los clientes en primera instancia. Así, Stephen plantea en este libro una organización en la que son los niveles más de front-end los que se encargan de ese sentir la necesidad, la satisfacción, la experiencia, el propósito de los consumidores de servicios.

3.- Respond: y de la misma forma en que la araña responde a las vibraciones de la tela, la organización debe responder a las percepciones que el front-end está teniendo del cliente (no para comérselo esta vez, sino para reaccionar con más y mejores servicios, más adaptados a sus necesidades y para ayudarles a cumplir con su propósito). Así, para que la organización pueda responder es preciso que los niveles más directivos, aquellos que moldean la estrategia y la táctica de la organización estén conectados con el front-end. Esto pone de manifiesto la extrema importancia que tienen los centros de atención al cliente para capturar la información que permita a la empresa organizar, moldear y dirigir su prestación de servicios (en contraposición a esa sensación de “mal necesario” tan frecuente).

Es una lectura fundamental para descubrir los beneficios de una organización que realmente escucha a sus clientes y reacciona ante sus necesidades, muy enlazado a los conceptos que Lean nos da sobre la búsqueda del valor para el cliente.

Honoured to be a Judge at the UK Customer Experience Awards

Honoured to be a Judge at the UK Customer Experience Awards

Honoured to be asked to Judge at the UK Customer Experience Awards.

www.uk-ce-awards.co.uk

The UK Customer Experience Awards recognise and celebrate the delivery of an outstanding customer experience by those companies and organisations who are leaders in their field. Judges are carefully selected for their experience and expertise, and add significantly to the wealth of relevant knowledge accessible on the day.

Following a unique format, the finalists’ presentations, and the announcement of the Award winners, are achieved on the same day, with the presentations taking place in the morning, and the winners announced at a sumptuous gala lunch in the early afternoon.

The pain of evidence based leadership.

We must always check our emotions and motivations as Lean leaders or any other type of leader in fact. We must honestly admit that all our views are temporary and subject to change in the light of new evidence.  This is what we mean by being unattached to an old idea or stories from the past.

You must be prepared to throw it all away if the evidence shows you should, and be prepared to fight for what is right when the evidence supports it.

The above statement will feel like hell for the 100%ers, those perfectionists who look for the absolute answer.

The statement below is also hell for 100%ers

“The problem with  trying to be scientific, and an honest intellectual, is that judgment is often required in assessing a claim or topic. The problem with relying upon one’s judgment is that it is fraught, even overwhelmed, with personal bias. The “default mode” of human behaviour (which means most people do this most of the time) is to construct an elaborate rationalization for what we already believe, and want to believe. The more intelligent we are, the more sophisticated and elaborate our rationalizations – giving more confidence in our conclusions, but not necessarily deserved.” Steven Novella NESS

Both statements for 100%ers can be used as an excuse for not taking action or responsibility.  For the leader they must take action knowing they might have it wrong and be prepared to change and suffer the pain of being wrong in front of their followers. As leaders we take the risk of pain knowingly. As 100%ers we avoid the risk of pain knowingly.

Leaders use science to show reality and take responsibility to create possibilities to change reality.

Lean Transformation Sequence

Starting with a Blame free culture, allows reality to be seen, this in turn leads to trust, which leads to transparency which leads to the right actions, which leads to results.  That is the sequence….. Expecting business results and transparency first demonstrates ignorance of how to release the potential of people. – A bit like wanting to see the baby immediately after conception.

Sense and Respond the Book: Compelling case for the relevance of Lean Services

Amazon.com book Review:

5 out of 5 stars July 12, 2011

By

Harold Shinsato (Stevensville, MT USA)
Amazon Verified Purchase
This review is from: Sense and Respond: The Journey to Customer Purpose (Hardcover)

As a software developer and agile coach, I found this book compelling and eye opening. The concepts of CORE (Creation, Opportunity, Reactive, External) demand and getting customer data that focuses on what is really relevant to not just what will satisfy the customer, but what will lead to customer success (customer purpose), gives much more helpful direction in guiding an overall lean transformation. All companies eventually must deliver a service to the customer, so lean services thinking is relevant to all businesses. And given the frequent focus on metrics and KPI’s in large companies (Key Performance Indicators), the authors provide clear guidance how to use metrics that give a holistic picture rather than provide fuel for wasteful actions in siloed departments.

My only complaint about the book is that it really is too short. There are exciting hints about the importance of systems theory, coaching and mentoring, and transformational leadership, but clearly 150 pages did not leave enough space to go in more depth. It was exciting to read about how to assist an organization to face up to real customer data, look at the waste, and make changes that would have been considered “impossible” in the normal day to day political reality of many organizations. I would have loved to have heard more about this.

I’ll also say that it does help to have some awareness of lean and agile concepts before diving into this book, though it’s not at all necessary – it does help to digest and understand why the information is so valuable.