1. Aligning to the Voice of the Customer at Three Levels
Guy W. Wallace, CPT
ISPI Conference – Boston
April 13, 2003

2. This Encore Session
Was presented at last years ISPI conference in Dallas and was rated in the Top 10 of all concurrent sessions
Requires audience participation
Involves four, quick, 2-person exercises
Although we didn’t quite get finished with the fourth exercise last year

3. Session Performance Context
. . . and your ISD/HPT System’s purpose, size, organization, complexity, and culture . . .
Depending on your enterprise’s purpose, size, organization, complexity, and culture . . .
. . . getting aligned to the Voice of the Customer (VOC) can be
relatively easy - if you are smaller or your focus is narrower
Your situation is less complex
2 Graphics: of one supplier listening to one customer; and many suppliers listening to many customers
very difficult - if you are larger and your focus is broader
Your situation is more complex B3

4. Session Objectives
At the conclusion of this session, you will be able to
Describe the three levels of Voice of the Customer for alignment purposes
Identify the impacts of poor alignment at each level
Assess your organization’s alignment to the three critical “voices”
Identify strategies and tactics for improving your alignment
Use the model as a jump-starter for assessing your own organization’s alignment to the “voices of your customers” after the session B4

5. Session Agenda Session Open Quick Orientation to the 3 Level Model
Level 1: Enterprise–Governance and Assessment Exercise
Level 2: Functional–Advisory and Assessment Exercise
Level 3: Process–Project and Assessment Exercise
Last Exercise: Assessing Your Overall Alignment Issues and Targeting Areas to Improve
Session Summary & Close
Add man standing on left side

6. Session Presenter Intro Guy W. Wallace, CPT
Guy W. Wallace has been in the T&D field since 1979 and an ISD consultant since His clients over the years have included 32 of the Fortune 500, plus NASA, BP, Novacor, and Siemens.
He has analyzed and designed/ developed training and development for almost every type of business function and process.
He is the author of three books, more than 40 articles, and has presented more than 40 times at international conferences and local chapters of ISPI, ASTD, at IEEE, Lakewood Conferences and the Conference on Nuclear Training and Education.
He has served on the ISPI Board of Directors as the Treasurer (1999–2001) and will become the president of ISPI in April 2003.
His biography is listed in Marquis Who’s Who in America.
Guy W. Wallace, CPT

7. Audience Survey What is your function’s role?
HPT and/or ISD
What, in your ISD/HPT function, is your role?
Leadership or Management/Supervisory or Individual Contributor
What is the number of ISD/HPT staff in your ISD/HPT function?
Less than 5
Between 5 and 10
Between 10 and 50
Between 50 and 100
More than 100
How many distinct customer segments does your ISD/HPT function serve?
Only 1
Between 2 and 5
Between 10 and 20
More than 20 B2

8. Quick Orientation to the Model
Alignment at three Levels of “Voice of the Customer”
Level 1: Enterprise–Governance
Level 2: Functional–Advisory
Level 3: Process Performance/Performer–Project
These can each be approached both formally and informally.
We are presenting a “formal” approach; which can be made “informal” if that is appropriate to your situational context.

9. Quick Orientation to the Model (continued)
Governance Board
Senior Executives
PERMANENT GOVERNANCE AND ADVISORY
Enterprise
Level 1
ABC Advisory Council
DEF Advisory Council
GHI Advisory Council
XYZ Advisory Council
Training Council(s)
T&D Representatives
Functional
Level 2
Project Steering Team
Analysis Team
Design Team
Etc.
TEMPORARY SUPPORT (AS REQUIRED)
Process
Level 3
VOC Alignment Levels
Level 1: Enterprise–Governance
Level 2: Functional–Advisory
Level 3: Process Performance/ Performer–Project B3

10. Level 1: Enterprise–Governance
Aligning with the Enterprise voice of the customers at Level 1 means . . .
You are “wired” into the more critical, strategic needs of the enterprise, and your contribution and results are seen as adding value
Your enterprise leaders are “governing” your ISD/HPT focus and providing timely and sufficient resources
They influence “what” and “when”, but not usually “how” to conduct the project
They own the “business decisions” inherent in ISD/HPT program management, planning, and project conduct B1

11. Level 1: Enterprise–Governance (continued)
How to align
Informally when your situation is less complex
Enterprise leaders can be interviewed in their offices or at lunch/dinners, and the business issues and needs solicited and feedback gathered on prior effort
Formally when your situation is more complex
A “Board of Governors” can be formed to formally meet to set strategic direction, review functional needs, allocate resources, and review results
Or you can get on the agenda of any routine meetings of the enterprise executives for their input, decision-making, and results review B1

12. Level 1: Enterprise–Governance (continued)
Level 1 alignment could look like this in a formal mode
Governance Board
Senior Executives
PERMANENT GOVERNANCE AND ADVISORY
Enterprise
Level 1
ABC Advisory Council
DEF Advisory Council
GHI Advisory Council
XYZ Advisory Council
Training Council(s)
T&D Representatives
Functional
Level 2 B1

13. The Signals and Costs of Misalignment at Level 1
Signals for you
ISD/HPT project “priorities” are constantly changing
Leadership wonders out loud “what they are getting” for all of the resources consumed in ISD/HPT efforts
People and money resources are often cut for ISD/HPT projects and function
Costs to the enterprise
Projects are not targeted at Critical Business Issues
Projects don’t achieve forecasted or any ROI and EVA® goals
Budget cuts and staff reductions may defer problem resolutions
EVA = Economic Value Add
* EVA is a registered trademark of Stern Stewart & Company)

14. Exercise 1 Self Assessment: Level 1 Alignment
Review the Session Assessment Worksheet – Pages 2-3 “Top Row”
Take 2 minutes and quickly interview a neighbor and assess the alignment of their ISD/HPT System with their customers at Level and then spend 2 minutes discussing your situation
Prepare to “read out” what you’ve learned about the other person’s situation and their alignment/misalignment status

15. Level 2: Functional–Advisory
Aligning with the Functional voice of the customers at Level 2 means. . .
You are “wired” into the more critical, strategic needs of the functions (or business units/customer segments) within your scope, and your contribution and results are seen as adding value
Your functional leaders are “prioritizing” your ISD/HPT efforts and providing timely and sufficient oversight and support
They influence “what” and “when”, but not usually “how” to conduct the project
They own the “business decisions” inherent in ISD/HPT planning and project conduct B1

16. Level 2: Functional–Advisory (continued)
How to align
Informally when your situation is less complex
Functional leaders can be interviewed and their needs solicited in one-on-one meetings, lunches/dinners, etc.
Formally when your situation is more complex
A set of Advisory Councils can be formed to set priorities for functional needs, request resources, staff project team teams, and review results
Or you can get on the agenda of any routine meetings of the functional/business unit directors and managers B1

17. Level 2: Functional–Advisory (continued)
Level 2 alignment could look like this in a formal mode
Governance Board
Senior Executives
Enterprise
Level 1
PERMANENT GOVERNANCE AND ADVISORY
ABC Advisory Council
DEF Advisory Council
GHI Advisory Council
XYZ Advisory Council
Level 2
Functional
Training Council(s)
Project Steering Team
Analysis Team
Design Team
Etc.
TEMPORARY SUPPORT (AS REQUIRED)
Process
Level 3
T&D Representatives B2

18. The Signals and Costs of Misalignment at Level 2
Signals to you
The ROI and business case/reason for conducting the project is murky
Projects don’t have the support or sponsorship necessary to get appropriate resources for the project
Project target audiences and their management wonders out loud
“What they are getting” for all of the resources being consumed (SME time, etc.)
Who asked for this
Costs to the enterprise
ISD/HPT resources targeted at non-strategic/low-impact needs within the function and significant ROI and EVA are foregone
Projects are dropped mid- stream for other priorities, and the investment costs are wasted

19. Exercise 2 Self Assessment: Level 2 Alignment
Review the Session Assessment Worksheet – Pages 2-3, “Middle Row”
Take 2 minutes and quickly interview a neighbor and assess the alignment of their ISD/HPT System with their customers at Level and then spend 2 minutes discussing your situation
Prepare to “read out” what you’ve learned about the other person’s situation and their alignment/misalignment status

20. Level 3: Process/Performer–Project
Aligning with the Process/Performer Voice of the Customer at Level 3 means . . .
You are focused on the “process performance-based” awareness, knowledge, and/or skill needs of target audiences, as well as other human and environmental variables, and your contribution and results are seen as adding value by the users of your products/services
Master performers and subject matter experts (SMEs) are contributing to your analysis, design, development, and pilot-test efforts, and are thus “governing” your ISD/HPT content and providing timely and sufficient resources
They greatly influence the “what” of content; but not usually “how” to conduct the project B1

21. Level 3: Process/Performer–Project (continued)
Aligning with the Process/Performers at Level
Informally when your situation is less complex
Leaders and managers, as well as master performers and subject matter experts, are recruited and interviewed for analysis, design, development, and pilot-testing needs on an as-needed basis
Formally when your situation is more complex
Project Teams can be handpicked by the Functional Advisory Councils for project efforts committed to deliverables and schedules, and formally organized into teams, such as
Project Steering Team
Analysis Team and Analysis Review Team
Design Team and Design Review Team
Development Team
Pilot-Test Team B1

22. Level 3: Process/Performer–Project (continued)
Level 3 alignment could look like this in a formal mode
ABC Advisory Council
Functional
Level 2
Project Steering Team
Project Steering Team
TEMPORARY SUPPORT (AS REQUIRED)
Process
Level 3
Analysis Team
Design Team
Etc. B1

23. The Signals and Costs of Misalignment at Level 3
Signals to you
A lack of customer involvement/support from credible master performers and subject matter experts in project analysis, design, development, and pilot- testing efforts
Post-deployment evaluations suggest that the design and content isn’t feasible, accurate, or complete
Costs to the enterprise
Rework and repilot-testing time and budget for ISD/HPT deliverables due to them being inaccurate, incomplete, or inappropriate
Inefficient use of field and staff support in project efforts as SMEs and Master Performers
Inefficient use of ISD/HPT professionals

24. Exercise 3 Self Assessment: Level 3 Alignment
Review the Session Assessment Worksheet – Pages 2-3, “Bottom Row”
Take 2 minutes and quickly interview a neighbor and assess the alignment of their ISD/HPT System with their customers at Level and then spend 2 minutes discussing your situation
Prepare to “read out” what you’ve learned about the other person’s situation and their alignment/misalignment status

25. Targeting Your Own Improvements
Based on your previous assessments of the alignment of your T&D system with your customers at three levels, where do you think you should spend your initial energies at improving any of your current or future misalignments and why?
Please comment on
“What you think you could/should do” for better alignment at what level? How will you go about it given your situation?

26. Session Summary
Aligning to the Voice of the Customer at Three Levels

27. Session Objectives Review
At the conclusion of this session, you should now be able to
Describe the three levels of Voice of the Customer for alignment purposes
Identify the impacts of poor alignment at each level
Assess your organization’s alignment to the three critical “voices”
Identify strategies and tactics for improving your alignment
Use the model as a jump-starter for assessing your own organization’s alignment to the “voices of your customers” after the session

28. and good luck back on the job!
Session Close
Please Complete
ISPI’s
Session Evaluation
Thank You
Enjoy the conference
and good luck back on the job!

29. Additional References/Resources
Additional readings and an assessment tool are available on the EPPIC Web site
Performance Modeling for lean-ISDSM
lean-ISD via the PACT Processes for T&D
lean-ISD White Paper
Targeting EPPI – Enterprise Process Performance ImprovementSM
Add gopher more image in place
“Gopher” more
at eppic.biz

30. Facilitator Contact Information
Guy W. Wallace, CPT
EPPIC Inc.
Enterprise Process Performance Improvement Consultancy Inc.
Phone: (630)
Fax: (630)
Mobile: (630)