Assignment Reflection – Visualization

Section 1: Challenge

I am a member of my company’s Transformation Office and have been tasked with revitalizing our  transformation program to focus on grass roots, employee involvement in submission of transformation  ideas for one business sector (Sector A). Our task is to develop a program that generates at least one  submission per employee at a certain grade level and below in 2019 but cannot utilize monetary  incentives to generate participation. These ideas must also tie back to each sectors specific strategic  initiatives in 2019. The program must include a process to monitor submissions, approve submissions for  implementation, track implementation progress and record impact of the project. In an effort to  increase company sector synergies, a counterpart in another Sector (Sector B) has volunteered to be  part of the project team so that we can build a program that will meet the needs of at least 2 company  sectors.

Another sector (Sector C) currently has a Transformation program in place that was reviewed and vetted  by Sectors A&B and not approved for implementation/replication due to the costs and complexity  associated with Sector C’s program.

Section 2: Selection

Given that a current Transformation program and process exists, we elected to utilize Visualization and  Storyboarding to lay out the current processes and paths from the vantage points of the submitters, the  managers, and the auditors. We also put in overlays of existing data to show time elements from  submission to approval, approval to implementation and implementation to audit/realization.

Section 3: Application

This layout was shared with a minimum of 3 current participants and 3 non-current participants to  review not only the current process but to add concerns, issues and suggestions against the current  processes. These reviews were completed independently by each person allowing them to freely mark  up the Storyboard as they saw fit. Most session were conducted via a WebEx with collaboration features  enabled and a Project Team member leading the session with a series of questions designed to address  accuracy of the process, process concerns, timing concerns, role and responsibility concerns, and a  general discussion regarding participation and incentives to collect/compile anecdotal feelings about the  program, the Company and Transformation in general. Results and WebEx recordings were stored in a  Project SharePoint site accessed by the Project team.

Section 4: Insight

The team compiled numerous insights by utilizing the Visualization technique and Storyboarding tool.  These insights were then grouped as follows: Confidence/Credibility of Company to Support Ideas;  Communication; Timing; Process Revisions/Adds/Deletions; Tools/Technology; and  Compensation/Incentives. One of the surprising pieces of feedback were related to a need to feel that  the Company would actually implement the ideas of “lower level employee”. Part of the proposed  program layers in a sponsorship step (and person) who helps champion any idea approved for  implementation. Through gathered insights, the team also realized the need to engage and gain

commitment from other functional areas to commit resources to the projects so that they do not “die  on the vine” and lose momentum once approved. A significant number of insights led to the refinement  of the process. Some examples include: layering in audit steps and clearly defining timelines to complete  these approvals; a review of tools to be used to facilitate idea submissions; development of a  communication and training plan; and creation of a voluntary council who will champion the program in  his/her business unit for a one year term. Net: many insights were received and utilized in developing  the new Transformation program.

Section 5: Approach

The use of Storyboarding and Visualization were absolutely the correct tools to use for this project since  it allowed individuals to see the process (data) and weigh in on issues, concerns, suggestions and  opportunities at various engagement levels which ultimately resulted in the new program design. We  will be proposing a Learning Launch of the proposed program in two business units – one in Sector A and  one in Sector B to validate the program prior to mass rollout.

