Transcript Adopting Living Strategy

THE FUTURE OF QUALITY
AND ASQ
Stakeholder Dialogue
June 1, 2006
Vancouver, Canada
Brenda Fisk, ASQ Board Member
and SAC Vice Chair
Laurel Nelson-Rowe, ASQ Managing Director
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1
TODAY’S OPPORTUNITY
• Share ASQ’s view of the future of quality
• Share how that view is shaping ASQ
direction
• Involve you in “Living Strategy”
• Share how ASQ is acting on our Living
Strategy
• Expose you to Café work
• Empower you to continue the dialogue
and shape the future
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ADOPTING LIVING STRATEGY
• Long range plans become irrelevant in a
rapidly changing world
• Community grows through stakeholder
involvement in ongoing strategic
dialogue
• Stakeholder dialogue evolves our
knowledge
• Living Strategy (priorities, action…)
evolves as knowledge evolves
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ENGAGING STAKEHOLDERS
IN LIVING STRATEGY
Everyone can:
Contribute to the living story of what ASQ is
becoming
Where we’re going and where we’re already creating
new possibilities NOW
Engage in strategic dialogue about the most
important questions in the current state, and in
the future of quality, the quality profession and
practice, and ASQ
Cascade these stories and dialogues to others
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FUTURING
A structured look into the future aimed at
enhancing anticipatory skills involves:
Identifying forces shaping the future
Exploring scenarios in which
those forces play out
Postulating the implications
Informing the organization’s systems
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ASQ’S HISTORY OF FUTURING
•
•
•
•
First Future’s Study:
Second Future’s Study:
Third Future’s Study:
Fourth Future’s Study:
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1996
1999
2002
2005
IDENTIFYING THE FORCES OF
CHANGE
• International Participation
– 62 participants
– Argentina, Brazil, Finland, Germany, Hungary,
Israel, Ireland, Italy, Japan, Netherlands,
Philippines, Sweden, Taiwan, USA
• Diverse Representation
– Education, Government, Healthcare,
Manufacturing, Not-for-Profit, and Service
– Executives from nine National Quality Bodies
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#1GLOBALIZATION
(#2 too)
• A significant threat to the U.S.
• An emergent massive market
• Shaped by the fluidity of the internet
• Unencumbered by legacy infrastructures
• Trading politics will shift
• Demands new kinds of collaboration
• Global vs. multi-national companies
• An unknown competitive intensity
• Driver’s preoccupation with the bottom-line
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#2 INNOVATION /
CREATIVITY / CHANGE
• Quality’s contribution to the Top-Line needs to be
exploited
• Knowledge is “king” and becomes a currency
• Nanotechnology, biotechnology, mass customization,
personal manufacturing will dramatically change the
nature of production
• Natural response to increased rate of change, shorter
life-cycles, consumer sophistication (unnatural response of
people and organizations)
• Increased demand for “sensing systems”
• Implications to the traditions of quality. How will
“control” and “continuous improvement” co-exist to
evolve in response to these demands on
organizations?
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#3 OUTSOURCING
(#1’s 1st Cousin)
• Global in scope
• Work increasingly independent of place
and space
• Era of virtual companies (core of business
marketing and management)
• Quality shaped by people-induced
variability
• QMS in global supplier networks
• Some predict a swinging pendulum
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#4 CONSUMER
SOPHISTICATION
• Rising expectations of product quality,
seamless delivery, and fresh features
• Quality necessary but not sufficient
• Enabled by instant internet knowledge
• National loyalty traded for cost/benefit
• Consumer-controlled markets
• Ever shorter life-cycles
• Challenge, but silver-lining, for quality
• Anticipatory skills grow in value
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#5 VALUE CREATION
• Requires clarity and definition from
stakeholder’s viewpoint
• Management systems must be
adapted to this intent
• Includes sustainability, the triple bottom
line, and waste elimination
• Quality to create value in everything
that is done
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#6 CHANGES IN QUALITY
• Redefined to fit the needs of 21st
organizations
• A systems, not process, approach
• Used to move business conceptions
(strategies) into actions through people
• Premiums on anticipation, first to
market, initial yield, agility, supplier
network management
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KEY FORCES - 2005
•
•
•
•
•
•
Globalization
Innovation/Creativity/Change
Outsourcing
Consumer Sophistication
Value Creation
Changes in Quality
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A COMMON REACTION
I’m not surprised by anything on this list
so I’m not sure the study has done much
to uncover the future
The value is not in “what’s new,” it’s in
“what’s important” and more so “what
you do in response to what’s important”
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ASQ’S VISION
By making quality a global priority, an
organizational imperative, and personal
ethic, ASQ will become the community
of choice for everyone who seeks quality
concepts, technology and tools to
improve themselves and their world.
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PRIORITY STRATEGIC
THEMES
• Support quality professionals and
practitioners in their efforts to grow in
value in the workplace and community
• Prove and communicate the economic
case for quality
• Assure that a vital, growing Body of
Knowledge is accessible to everyone
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PRIORITY STRATEGIC
THEMES (cont’d)
• Become the community of choice for
quality
• Grow the use and impact of quality in
every segment of the economy
• Make sure the world knows the
importance and value of quality
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IMPACT ON QUALITY
PROFESSIONALS
• Dispersion of the quality function
• Integrating quality among
employees
• Next generation of quality tools and
techniques
• The human side of quality
• The economics of quality
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FUTURE OF QUALITY
AND ASQ CAFÉ
Café Purpose:
– Overall: To expand the field of vision for
quality and ourselves
– For participants: To engage in rich dialogue
with others who have a vital interest in the
future of quality and to gain personal insights
into the future of quality they can use in their
work
– For ASQ: To harvest the wisdom of this
group regarding the possible futures for
quality in a way that can be used as inputs
for writing scenarios
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FUTURE OF QUALITY
CAFÉ
Modeled after "European café
society" — friends, colleagues
and strangers engaged in lively,
cross-pollinating, small group conversations
about the most compelling issues of the time
– Encourages powerful questions, candid dialogue, and
creative thinking among large groups of people
– Involves moving to several different tables, with small
group dialogues followed by full group synthesis
– Everyone records collective wisdom of table right on
table-top, which is stewarded and shared by table hosts
– Café hosts provide directions at each stage of café and
facilitate full group share-out at the end
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THINK OUTSIDE THE BOX
Think beyond
current constraints
to what might be
possible!!
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GATHERING THE KNOWLEDGE THAT
EMERGES FROM
THIS CAFÉ
• Everyone is a scribe!
• What you record on the
tabletop is your table’s knowledge base
• What you record on your
Post-It notepad is your
personal knowledge base –
key take-aways from
throughout the Café. Later
these will be posted to a
knowledge gallery -- a
collection of everyone’s key take-aways
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“STRATEGY IN ACTION”
DIALOGUE
ROUND 1 – All:
Each table has been pre-assigned a theme
within the overarching Dialogue theme of
“Strategy in Action,” with a different set of
questions for each theme. The themes are:
•
•
•
•
Increasing the value of Quality, Quality Professionals and
Practitioners
The ASQ Member Experience
Awareness and Image Enhancement
Economic Case for Quality
Dialogue around the Round 1 theme/question
on the table tent
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DIALOGUE QUESTION FOR
INCREASING THE VALUE OF
QUALITY, THE PROFESSION…
In Vancouver, what would increase
the value of Quality, the Quality
Professional and Practitioner, and
ASQ?
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DIALOGUE QUESTION FOR
THE ASQ MEMBER EXPERIENCE
What would a Wow!!!
Membership experience and set of
member features, services and
benefits be?
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DIALOGUE QUESTION FOR
AWARENESS & IMAGE ENHANCEMENT
What are the “biggest impact” ways that
we can:
• Enhance awareness and the image of the
quality profession?
• Enhance awareness and the image of
ASQ?
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DIALOGUE QUESTION FOR
ECONOMIC CASE FOR QUALITY
How would you quickly define Quality
to Executives and Senior Management?
What would help you prove the Economic
Case for Quality to Executives and Senior
Management?
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“STRATEGY IN ACTION”
DIALOGUE - ROUNDS 2 & 3
ROUNDS 2 & 3:
• Everyone but the table host moves (wait for my
signal)
• Table host introduces highlights from previous
round(s)
• Change table hosts in Round 3
• Continue to dialogue around the question for your
current table theme -- the theme for the table
where you are now sitting
• Continue to create new ideas around this table
theme
• Offer any insights and connections to this theme
from the dialogue at your previous table(s)
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CREATING THE GALLERY:
CONNECTIONS & HIGHLIGHTS
ROUND 4 (at your current tables):
• What did you hear at other tables you visited
that relates to the theme of your current table?
• Why might these connections be important to
this theme?
• What are the 2 or 3 most interesting or valuable
ideas that emerged around this table theme?
• Record the 2 or 3 “mosts” on a Post-It Note
and post on the wall for the gallery walk and for
transcribing.
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GALLERY WALK
Loosely affinitize the notes, but don’t need
to complete a formal affinitization
Finish recording any key personal takeaways from throughout the café on your
Post-it notepad
Post your notes on the gallery charts,
either on a pre-titled chart if your note fits
within that category, or on a blank, untitled
chart if it doesn’t
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GALLERY WALK
(cont’d)
If a title seems appropriate for a cluster or
a whole untitled chart, you can label that
cluster or chart
Walk through the whole gallery taking in
the key take-aways of others. If you have
time, also glance at the tabletops of tables
you didn’t get to visit
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Dialogue Harvest
What are the key messages you see here:
•
•
For each sub-theme or initiative?
Common threads across all of them?
What’s the next “best thing” coming down
the road for Quality and ASQ -something that could open up a whole new
world of opportunities for us?
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NEXT STEPS
These cafes are intended to engage all stakeholders
in an ongoing dialogue about the future of Quality and
ASQ
Your feedback will be used by the Board to help set
ASQ’s strategic direction and by Staff and Volunteers
to help put that strategy into action
If you have additional thoughts or questions about
this Café, please contact the Café facilitator
Jeannette Cooke at [email protected]
If you would like to use this Café approach for other
purposes, such as for some future Section meetings,
please contact Jeannette for a Quality Café Kit
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PERSONAL REFLECTIONS
Did you like this? What did you like best
about it?
Any big “ah-ha’s” -- meaningful, new
personal insights?
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