CIO Straight Talk - Issue 2 - 51

Once the project is completed, usually at the end of a
15-week period, we make sure that the results are embedded in the organization and that the change we made
becomes business as usual. It is very easy to fall into the
trap of delivering some improvements and then letting the
team just go back to the way they did their work before.
To make sure the behavior change is sustained and is part
of the fabric of the work process, we have instituted a
number of practices around what we call “sustainability.”
For example, there is what we call a daily huddle, which
is when the entire team comes together, discussing on a
daily basis what the priorities are, what some of the
challenges are and doing some problem-solving together.
The 15-week project is really just the enabler to getting
people to start thinking about continuous improvement.
When they have their daily huddles six months down the
line, they are actually suggesting more improvements.
They are doing daily problem-solving without artificially
setting aside time to “do some problem-solving.”
Results
The first project we embarked on highlighted the benefits
of the program to the organization and to the people
involved. It focused on the work of the client services
group in one of the bank’s units – the people who talk to
the customers, run the help desk and deal with what we
call the level-one queries – and its associated services
operations group, the technical group responsible for
dealing with level-two queries – diagnosing issues,
stopping and starting processes, etc.
In the ‘Define’ and ‘Diagnose’ phases of the project, after
extensive data gathering, we found a number of core
issues, including:
• Unnecessary tickets & service requests
• Unbalanced supply & demand management
• Unbalanced allocation of staff, with high variability
• Significant amount of non-value-adding activities
At the end of the 5D process we measured the metrics we
had identified and then continued collecting data for the
next three months. Some metrics have improved significantly, for example:
• Average turnaround time of incidents reduced by 63%
• Incident business impact time has decreased by 74%
• Service Level Agreement adherence improved by 56%
In addition, there were some metrics that improved a little
bit and there were some that actually went the other way.
Lean IT is not a magic wand. In 15 weeks, you are not
going to fix everything. But you can identify some quick
wins, some areas you can improve on and most important,
you now have a mechanism for understanding the metrics
that are not improving and what is causing the issue.

It is very easy to fall into the trap of
delivering some improvements and
then letting the team just go back to
the way they did their work before.
To make sure the behavior change is
sustained and is part of the fabric of
the work process, we have instituted
a number of practices around what
we call “sustainability”.

CIO Straight Talk //

51



CIO Straight Talk - Issue 2

Table of Contents for the Digital Edition of CIO Straight Talk - Issue 2

CIO Straight Talk - Issue 2
Contents
So What Do CIOs Want
Innovation at the Periphery
The CIO as Thought Leader
Career Move: From Managing Technology to Managing Change
Every CIO is in the Information Business
Analytics and Decision Making
Putting IT at the Center of the Customer Experience
Pick n Pay Focuses on Delivering Value to Customers
Bringing "Lean" to IT
Whither the Cloud in a Stormy IT Enviroment?
Management by Driving a Stake in the Ground
From Data Processing to Orchestrating Knowledge
Extreme Collaboration
Enterprise Mobility: Delivering the Connected Customer Experience
CIO Straight Talk - Issue 2 - CIO Straight Talk - Issue 2
CIO Straight Talk - Issue 2 - Cover2
CIO Straight Talk - Issue 2 - 3
CIO Straight Talk - Issue 2 - Contents
CIO Straight Talk - Issue 2 - 5
CIO Straight Talk - Issue 2 - So What Do CIOs Want
CIO Straight Talk - Issue 2 - 7
CIO Straight Talk - Issue 2 - 8
CIO Straight Talk - Issue 2 - 9
CIO Straight Talk - Issue 2 - 10
CIO Straight Talk - Issue 2 - 11
CIO Straight Talk - Issue 2 - 12
CIO Straight Talk - Issue 2 - 13
CIO Straight Talk - Issue 2 - 14
CIO Straight Talk - Issue 2 - 15
CIO Straight Talk - Issue 2 - 16
CIO Straight Talk - Issue 2 - 17
CIO Straight Talk - Issue 2 - Innovation at the Periphery
CIO Straight Talk - Issue 2 - 19
CIO Straight Talk - Issue 2 - 20
CIO Straight Talk - Issue 2 - 21
CIO Straight Talk - Issue 2 - The CIO as Thought Leader
CIO Straight Talk - Issue 2 - 23
CIO Straight Talk - Issue 2 - 24
CIO Straight Talk - Issue 2 - 25
CIO Straight Talk - Issue 2 - Career Move: From Managing Technology to Managing Change
CIO Straight Talk - Issue 2 - 27
CIO Straight Talk - Issue 2 - 28
CIO Straight Talk - Issue 2 - 29
CIO Straight Talk - Issue 2 - Every CIO is in the Information Business
CIO Straight Talk - Issue 2 - 31
CIO Straight Talk - Issue 2 - 32
CIO Straight Talk - Issue 2 - 33
CIO Straight Talk - Issue 2 - Analytics and Decision Making
CIO Straight Talk - Issue 2 - 35
CIO Straight Talk - Issue 2 - 36
CIO Straight Talk - Issue 2 - 37
CIO Straight Talk - Issue 2 - 38
CIO Straight Talk - Issue 2 - 39
CIO Straight Talk - Issue 2 - Putting IT at the Center of the Customer Experience
CIO Straight Talk - Issue 2 - 41
CIO Straight Talk - Issue 2 - 42
CIO Straight Talk - Issue 2 - Pick n Pay Focuses on Delivering Value to Customers
CIO Straight Talk - Issue 2 - 44
CIO Straight Talk - Issue 2 - 45
CIO Straight Talk - Issue 2 - 46
CIO Straight Talk - Issue 2 - Bringing "Lean" to IT
CIO Straight Talk - Issue 2 - 48
CIO Straight Talk - Issue 2 - 49
CIO Straight Talk - Issue 2 - 50
CIO Straight Talk - Issue 2 - Whither the Cloud in a Stormy IT Enviroment?
CIO Straight Talk - Issue 2 - 52
CIO Straight Talk - Issue 2 - 53
CIO Straight Talk - Issue 2 - 54
CIO Straight Talk - Issue 2 - 55
CIO Straight Talk - Issue 2 - Management by Driving a Stake in the Ground
CIO Straight Talk - Issue 2 - 57
CIO Straight Talk - Issue 2 - 58
CIO Straight Talk - Issue 2 - From Data Processing to Orchestrating Knowledge
CIO Straight Talk - Issue 2 - 60
CIO Straight Talk - Issue 2 - 61
CIO Straight Talk - Issue 2 - Extreme Collaboration
CIO Straight Talk - Issue 2 - 63
CIO Straight Talk - Issue 2 - 64
CIO Straight Talk - Issue 2 - 65
CIO Straight Talk - Issue 2 - Enterprise Mobility: Delivering the Connected Customer Experience
CIO Straight Talk - Issue 2 - 67
CIO Straight Talk - Issue 2 - 68
CIO Straight Talk - Issue 2 - 69
CIO Straight Talk - Issue 2 - 70
CIO Straight Talk - Issue 2 - 71
CIO Straight Talk - Issue 2 - 72
CIO Straight Talk - Issue 2 - 73
CIO Straight Talk - Issue 2 - 74
CIO Straight Talk - Issue 2 - Cover3
CIO Straight Talk - Issue 2 - Cover4
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