2. Service Delivery Goals – A Covey Principles-Based Approach
Kirk Halliday
Manager, Enterprise Systems Administration
29 October 2007

3. Agenda
The Challenge
The Process
The Implementation
The Results

4. The GT Challenge Create Sustained, Superior Performance
Develop Intensely Loyal Customers
Establish a Winning Culture
Foster Distinctive Contribution
Success of these outcomes creates organizational greatness and high customer satisfaction.

5. Where do results come from?
Strategy
Results
Execution

6. Video
Goal!

7. The discipline of getting the most important things done.
What is Execution?
The discipline of getting the most important things done.

8. The 4 Breakdowns in Execution

9. What causes organizational and strategic failure?
“It’s bad execution. As simple as that: not getting things done, being indecisive, not delivering on commitments.”
“Seventy percent of strategic failures are due to poor execution…it’s rarely for lack of smarts or vision.”
Ram Charan, coauthor of Execution: The Discipline of Getting Things Done

10. The GT Challenge Execution Synergy Customer Satisfaction
Service Availability

11. The Process FranklinCovey’s 4 Disciplines of Execution
Focus on the Wildly Important
Act on the Lead Measures
Keep a Compelling Scoreboard
Create a Cadence of Accountability

12. Focus on the Wildly Important
The Enemy of the Great is the Good!
We can accomplish only 1, 2, or 3 important goals with excellence
Laser focus on your top priorities
Wildly Important Goals (WIGs)

13. Act on the Lead Measures
Eighty percent of results come from twenty percent of activities
Act on the lead measures as the best predictors of achieving the WIGs
Create a clear understanding of what to do to achieve your WIGs

14. Keep a Compelling Scoreboard
People play differently when they’re keeping score
We’re only serious about our goals when we start keeping score
High motivation and quick course correction

15. Create a Cadence of Accountability
No accountability, no commitment
Execution falls apart without personal planning and team accountability
Creates a high-performance, highly accountable work team

16. Video
Your Best Moment!

17. The Implementation Execution Survey (xQ) Buy-In and Goal Setting
Training Sessions
Cadence Sessions
Process Tracking Methodology
Scoreboarding
Execution Team (“E-Team”)

18. Execution Survey (xQ)
Assessment about how well goals are understood and carried out
Reveals where the organization stands in relation to other companies
Identifies areas of strength and concern within particular divisions or departments

19. Buy-In and Goal Setting
Buy-in at all levels of leadership and staff
Determine the top 3 Wildly Important Goals or “WIGs"
Determine the key lead measures to accomplish the WIGs
WIG
Lead

20. Grant Thornton IT Goals
WIG 1 - Meet or exceed customer expectations by receiving an overall customer satisfaction score of at least 4.3 by January, 2008.
Establish a process and baseline for capturing end user satisfaction relative to critical problems by October 31, 2007.
At least 80% of projects will meet or exceed customer expectations based on responses to the customer satisfaction debrief survey by January 1, 2008.
Consistently meet or exceed customer expectations as evidenced by 80% “green” status on the relationship management customer service scoreboard.

21. Grant Thornton IT Goals (cont.)
WIG 2 -Improve collaboration between IT work teams and overall IT performance by implementing practical department-wide strategies that will result in an increase in our xQ synergy score from 55 to 60 by February 28, 2008.
Implement monthly maintenance windows and monthly release management processes by 10/31/2007.
Monitor our internal perception of IT department performance (outages, interruptions, missed deadlines, etc.) on a scale of 1-5 and publish this information on the IT Department scoreboard on weekly basis through December 31, 2007 as a means of raising awareness of group efforts required to meet our goals.
Improve execution as evidenced by 100% of IT groups participating in the 4DX process by 1/31/08.

22. Grant Thornton IT Goals (cont.)
WIG 3 - Proactively decrease system downtime by first establishing a baseline against which we can identify, categorize and measure system interruptions by December 1, 2007.
Adhere to our change management process as evidenced by 100% attendance at the daily change management meetings through December 31, 2007.
Identify methods for defining criteria and improving process around performance monitoring by November 30, 2007.
100% of iDictionary entries are up to date by November 1, 2007.

23. Training Sessions SLT Training Manager Training Team Lead Training
Staff-Level Training

24. Cadence Sessions Enforce accountability
Weekly 30-minute meeting by each group
Discuss the “1 thing”
Review Scoreboards
Celebrate Success
Determine the “1 thing”

25. Process Tracking Methodology
Easy way to track with visibility for all
4 Disciplines (4DX) web site
Cadence session documentation
IT Department Scoreboards

26. Grant Thornton 4DX Web Site

27. The IT Department Scoreboard

28. Execution Team or “E-Team”
Acts as process champions
Assists in training department members
Plays a key role in keeping the process focused
Helps in process and tracking administration

29. The Results Areas of Strength Areas of Improvement
Individual Engagement
Individual Commitment
Organizational Support
Areas of Improvement
Team Trust
Organizational Collaboration
Team Measures, Quality

30. The Results Renewed focus on the most important
Increased customer satisfaction
Visible synergy boost within and between divisions
Decrease of IT system interruption or downtime

31. Renewed Focus on WIGs
“Keeps people’s minds on the big picture instead of focusing on just the whirlwind.”
“The 4DX process helps me be more proactive on what’s most important.”
“I like how we can set goals to accomplish on a weekly schedule.”

32. Increased Customer Satisfaction
Customer Satisfaction Survey score increased from a 4.1 to 4.3 of 5
Video conference scores from 3.76 to 4.44 of 5
Internal satisfaction index up from 3.5 to 4.2 of 5
“The Telecomm group does a great job keeping the systems up and running!”
“Overall, when I have an issue with any software or my laptop, the problem gets resolved quickly.”

33. Visible Synergy Boost xQ synergy score boosted from 55 to 60
“4DX site allows visibility into what the other groups are working on.”
“The process creates a common vocabulary everyone can use. I love that!”
“Weekly meeting with whole region is a way to get them all to talk and exchange ideas.”
“We now know what others are working on and this helps us to know better how to work with them.”

34. Decreased System Downtime
System availability across systems up from 99.1% to 99.4%
Interruptions more visible to IT but less to business due to increased monitoring and attention
Weekly division cadence meetings help place a laser focus on weak points and drive the execution of action plans

35. Buzz from the Beehive
CIO – “4DX provides us with a framework to improve our execution on those activities that are most important to us as an organization as we strive to become A Category of One.”
IT Manager – “Our customers love the fact that their projects and issues get so much focused attention.”

36. Summary
The Challenge
The Process
The Implementation
The Results

37. Questions?

38. Contact Information
For further information, contact:
Kirk Halliday
Grant Thornton, LLP