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

Agenda The Challenge The Process The Implementation The Results

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.

Where do results come from? Strategy Results Execution

Video Goal!

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

The 4 Breakdowns in Execution

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

The GT Challenge Execution Synergy Customer Satisfaction Service Availability

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

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)

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

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

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

Video Your Best Moment!

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

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

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

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.

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.

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.

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

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

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

Grant Thornton 4DX Web Site

The IT Department Scoreboard

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

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

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

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.”

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.”

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.”

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

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.”

Summary The Challenge The Process The Implementation The Results

Questions?

Contact Information For further information, contact: Kirk Halliday Grant Thornton, LLP 630-873-2641 Kirk.Halliday@gt.com