1. Implementing KT Methodologies From knowing to doing

2. Introduction Stefan Brahmer Practice Leader Service Excellence EMEA Stefan Brahmer Practice Leader Service Excellence EMEA Kurt Plambech Associate Consultant Nordic Kurt Plambech Associate Consultant Nordic

3. “In only 3 out of 20 cases were the learning implemented in the organisation when the employee just participated in a training course” Professor Robert D. Brinkerhoff WHY? Said about training

4. “In only 3 out of 20 cases were the learning implemented in the organisation when the employee just participated in a training course” Professor Robert D. Brinkerhoff “To know and not to do - Is still not to know” Said about training

5. When should we start Implementing what we have learned? And what is involved? How do we succeed? Implementing is an “all out” activity in order to be WOW! Said about implementation

6. Implementing must be planned and handled like any other change effort Present WOW Future WOW Enabler Disabler Requirements for Success

7. Disabler Daily work Ambitions Lack of leadership Unsupportive systems Unclear priority No plan On your own Typical disabler

8. Disabler Daily work Ambitions Lack of leadership Unsupportive systems Unclear priority No plan On your own Enabler Time Clear expectations Management support Supportive systems Failsafe environment Realistic plan Team effort Typical enabler

9. Successful Implementation - Key Emphasis Areas Skill Development Making sure that the target audience has the skills and access to coaching support to be successful using KT process Performance System Integration Making sure that the work environment (expectations, measures, tools/resources, consequences & feedback) is conducive to using the new skills Process Integration Making sure that there are clear links between business processes, improvement objectives and the KT processes being deployed

10. Requirements for Success Active Senior Management sponsor Time commitment given to support process Results expected clearly defined and understood Agreed performance system from Management Results-oriented role models Immediate on-job relevance Information systems to support use Rewards to those who use the process Follow-on activity to reinforce use Continued monitoring and evaluation

11. How Do KT Work? KT DO: Work with clients to enable them to achieve their goals Provide practical training on real issues Facilitate teams to drive out real results Transfer hard, pragmatic processes to resolve real issues Train clients’ own people to support implementation KT DO NOT: Work for clients only as a ‘pair of hands’ Provide training only in theories and ideas Facilitate solely to make the team feel good Teach generic, ‘high-level’ processes of limited real value Keep process expertise to ourselves

12. Examples of Client Results using Kepner- Tregoe Methodologies 41% reduction in field visits 40% reduction in backlog Major reduction in time to fix escalated problems 100s of major problems fixed and documented Major customer crises turned into customer references Improved customer satisfaction

13. Q & A So what questions do you have?