I’ve found that many of the tools from the LEAN / Six Sigma toolkit also help clients understand and address some of the more difficult and subjective aspects of organizational change and effectiveness. Creating and using “models” can accelerate understanding and transformation.

One simple and versatile tool has been the SIPOC approach to modeling systems. SIPOC Stands for Supplier, Input, Process, Output and Customer. We use variations of this tool to help clients improve meeting effectiveness, to “block out” major change initiatives and to plan and refine restructuring activities.

In this entry I’ll show why this tool has proven to be an excellent, deliberate and “scientific” approach to model, characterize and improve leadership team functioning. This approach provokes thought, organizes action and takes what is often perceived as a “soft” and “touchy-feely” space and translates it into a more of a science. This translation from art to science is greatly appreciated by many leaders.

I will dedicate a few entries to laying out how SIPOC can be applied to improving leadership team functioning. Through these next several entries, I’ll focus on the IPO parts of the sIPOc modeling approach. If you can't wait for my entries and are intrigued or want to understand this approach more quickly, please contact me.

The graphic below is a notional example of the leadership teaming process with some "place-holder" examples of Inputs, Processes and Outputs. In subsequent entries I’ll highlight, differentiate and clarify each part of the IPO. Over the years we have developed specific tools, processes and interventions that help clients improve every aspect of this model.



Below are some of the leadership team effectiveness issues that this process can help raise, make accessible, organize and address. The best way to tackle this is to work the model backwards, from customers to suppliers.
• Who are the CUSTOMERs / CONSUMERs of our collective leadership? Who depends on our collective effectiveness?
• What OUTPUTs or deliverables are important to these customers / consumers? How would they rank the importance of these deliverables? How would they rate our performance on these deliverables? Do we have critical to customer measures or indicators in place that let us know how well we are performing in these important areas?
• How effective is our teaming PROCESS? Where do we need to improve our process to make the most of our inputs and fulfill our outputs / deliverable effectively.
• What Inputs do we require to perform effectively as a team? Is there a relationship between the quality / clarity of our inputs and our ability to deliver our outputs?

If you are comfortable and think it might be useful, you can use this model to generate discussion and highlight opportunities for improving team functioning. Ask your team; In what elements of this model (pick two or three) are we particularly strong? Ask them to identify some examples or be able to substantiate their selections. Talk it through and discuss. See how universal and shared these perception are. Ask the team and generate discussion around; What must be maintained or continued or in order to maintain these strengths?

Then ask your team; In what elements of this model (pick two or three) are we struggling and need to improve or address? Ask them to identify some examples or be able to substantiate their selections. Talk it through and discuss. See how universal and shared these perception are. Ask the team and generate discussion around the priority and or relationship of these areas and see if and what ideas for improvement emerge.

If your leadership team is facing significant change or transformation it can be useful to develop an "as-is" IPO and then a "to-be" IPO that clarifies what will and must change. Any change or transformation will shift the output requirements of the team. If the outputs change, then so too must either the inputs and or the processing of the team.

When working with leadership teams, we facilitate a dialogue around this approach prior to any sensing or diagnostic work. This facilitated team discussion helps all of us clarify issues and define the issues and outcomes that must be realized through teambuilding.

Living in Michigan, I don’t get goose bumps when it’s cold out anymore. I do get bumps when I hear really good music and when I get to thinking, talking and consulting in Team Based Management- sick, but true. The reason for the bumps is that I cannot think of any other single change that has the transformative potential of TBM. I've witnessed TBM transform businesses and perhaps more importantly, contributors at all levels.

Why is TBM so powerful?

• Based on Sound Beliefs & Values. A central principle of TBM is to aggressively tap into and cultivate the talents and skills of contributors at the point of execution. TBM means believing; 1) That the people who do the work are the experts. 2) That by putting into action the values of participation, inclusiveness, collaboration and involvement, people in teams will take ownership of jobs / goals and feel more fulfillment at work. 3) Ownership of jobs and goals leads to significant improvements in performance.

• Power of Adaptive Systems. The capability to rapidly learn and make connections is what makes teams such powerful adaptive systems. This is one reason why TBM has a difficult time thriving as a pilot project or when implemented in a limited way. The “host” organization of the pilot / limited implementation simply cannot keep up; the teams peter out, run out of runway or end in a flop of frustration. To take advantage of the adaptive power of TBM, teaming must be across-the-board and up-and-down. The quality of teaming is critical at every level, especially at the top.

• Enduring Value. TBM creates many natural opportunities for real-time, work focused learning and development. While the value of learning and development can be hard to quantify, there is value there and it’s hard to argue against the importance. Also, most organizations naturally recognize the value of teamwork in response to crisis; self inflicted or externally caused. How is it so easy and natural to tap into the value of teamwork during a crisis? For many, it feels better not to be alone in a crisis and teamwork creates opportunities for dynamic and diverse support. A crisis often demands a comprehensive view and a well functioning team can ward off myopia and bring much needed perspective. A crisis often requires quick action and not only can teams learn and make connections at a rapid rate, but “many hands make light work”.

“Crisis-response” teamwork has only temporary value. Imagine the value that could be tapped into if teamwork were more the rule rather than the exception?

TBM and transforming toward a Team Based Organization should be a strategic decision and not entered into lightly. TBM is a big change. A big change in corporate values, culture, systems, structure, leadership, etc. With the right strategic challenges, TBM may provide you with the speed, processing power and rate of learning required achieve a distinct competitive advantage.

What experience do you have of TBM? What do you feel are the determining factors of success?