‘The self-organising team’
A daily stand-up to decide the days priorities and organise the work, a process is owned and run by team members. The whiteboard visualises the right metrics so they can see the customer experience and make decisions on how to improve it.
Their challenge
We worked with Philips Healthcare to transform their servicing model from product silos to a multi-skilled customer centric approach so they could anticipate customer needs. In order to do this, they needed to create the structure and capacity for their teams as well as uplift their capability to provide service across multiple products, this was a paradigm shift for everyone.
What they did
Through a collaborative process the leadership team got aligned on a new service vision and then started to work through the initiatives they needed to be complete to bring it to life. From here they set up a visualisation wall to deliver the work over the next 90-days, working in two-week cycles called ‘sprints’. This was all set up using online collaboration tools as the team was a combination of office based and remote (this was well before COVID).
A key part of this transformation was embedding the principles of self-organisation into the way their front-line teams worked so they could own the work and the decisions about how the work would be done. The teams set up an iterative process to visualise the right metrics and uncover any issues associated with the transformation, like call routing issues. Their daily rhythm meant they could review the results of their decisions and tweak their approach and it meant that leaders could jump on any issues quickly to get them escalated to the right area to be fixed.
What they achieved?
The leadership team successfully delivered on the timelines and objectives for the transformation using the 90-Day planning process, with high levels of employee engagement.
They became a truly responsive team that didn’t rely on layers of hierarchy to make decisions each day about the best way to serve customers and meant a big mindset shift from the people and leaders to play different roles than they were used to. Because team members could see customer demand in real time it meant they could hold each other accountable for being available for customers improving the time it took to respond and first contact resolution.