Address Our Humanity in New Software Installation

Category: Process Improvement Project

Incorporate humanity into software

Address Our Humanity in New Software Installation

June 22, 2020 | 8:30 am

Is your foundation installing new grantmaking or CRM software? Many times, staff are excited to have a new system, but they are hesitant to give up what is familiar and proven. Some philanthropic organizations address these emotions by developing a comprehensive software install plan. Such a plan addresses process change management steps as well as the questions, concerns, and reservations of the people who will implement them. Leaders who took these human factors into account say their investment in thorough planning more than paid off.

The Challenge

More than one hundred philanthropic organizations change grantmaking systems each year. This once-in-a-decade or so task is an expensive and risky venture. Given that most foundations install a new system quite infrequently, employees are understandably unfamiliar with the conversion process. And even though some employees may be tired of the old software, are they ready to significantly change their work processes, roles, and controls to maximize the new system?

One foundation spent a couple million dollars on a new grantmaking system and CRM only to have employees bypass the labor-saving features of the new system. They continued their manual work arounds, including old work steps, spreadsheets, and piles of paper. All the expensive, state-of-the-art bells and whistles that the new system offered went unused.

A Solution

Achieving buy-in from staff members who will use the new system on a daily basis is a huge contributor to software success. Therefore, meeting employees where they are and readying them to implement the changes ahead is an important project step. Recently we surveyed philanthropic leaders, asking what steps they included in their new software plan to prepare employees for the pending conversion. More than half (58%) of survey respondents said they invested in human and process change management training during their new system install.

Their outcomes? Participants said their training addressed human change-management skills, empowering employees to question how work is done, business policies, and roles and responsibilities. Many also said they believed this training helped them achieve improved outcomes during the new software install and ongoing.

How Does Human and Process Change Management Training Look?

Is your philanthropic organization interested in learning how human and process change management training looks? Register for this upcoming free webinar: Not Just Plug and Play – Process, People and New System Install.

Also, contact Lee Kuntz to discuss your journey and challenges. Lee can share how others who have installed new software have achieved success by incorporating both human and process change management training into their installation plan. Many foundations have helped their employees embrace new and better ways to approach their daily tasks using a new software system You can too!

Go Virtual to Improve Results During Emergencies

June 10, 2020 | 11:20 am

Here in Minneapolis and across our nation, these are challenging times for nonprofit and philanthropic organizations. Local emergencies, impactful opportunities to speak up, and the COVID-19 pandemic are creating serious new needs in communities across the country. Organizations that were already operating at or near capacity find themselves trying to stretch their resources even further while simultaneously managing the disruptions caused by a shift to remote work, declining donations, and a volatile stock market. As a result, many organizations are struggling to meet their goals.

Learn how some organizations are going virtual to improve their nonprofit operations and results to their community through my recently published article in The Sustainable Nonprofit blog from PND by Candid.
Go Virtual to Improve Results During Emergencies

How to Reimage Business Processes for Software Implementation Success

May 28, 2020 | 4:15 pm

Have you installed new software that was universally embraced and paid for itself quickly, perhaps even within 24 months?

Attaining widespread employee buy-in at an affordable price is a worthy but difficult goal. Yet as new software competes for funding with other good ideas, achieving this is important. Business process redesign can help philanthropic organizations realize this measure of success.

The Challenge

Philanthropic organizations replace software, including their big grantmaking systems, every five to twenty years. That makes sense, as the philanthropic industry is growing. Contributions to donor-advised funds totaled $37.12 billion in 2018. This represents an 86 percent increase in contributions over the past five years. The related grants increased likewise.

Growth in grantmaking often necessitates employing new tools to stay ahead of the workload. Leaders of philanthropic organizations need to build a strong case to justify investment in costly new software. The best-case scenario is when the new software pays for itself within 12 to 24 months. In order to achieve such a favorable return on investment, employees throughout the organization need to be open to change and willing to explore all that the software has to offer. Business process redesign engages employees in fully learning and embracing new software, inviting them to fully leverage it.

Business Process Redesign Impact

Recently, three experienced technology leaders and I spoke at a Technology Association of Grantmakers webinar about how to leverage business process redesign to promote software acceptance and a quick return on investment. Key points:

  • Including the right business process redesign steps in the new software install plan helps the team achieve success.
  • Each organization must identify key factors about its own situation before it can design steps to reimage how work is done.
  • Proven tools can help foundations identify the best process redesign steps for their unique situation.

Check out this new, free tool that can inform your thinking about software implementation: Business Process Redesign Steps for New Software Success.

Contact me, Lee Kuntz, at info@improveprocess.net for a no-cost discussion of your situation and recommended steps to redesign your business processes.

Foundations have realized substantial benefits from their new software investment through leveraging our business process transformation coaching and training. You can too!

Virtual Training Can Increase Capacity to Help Communities in Need

May 18, 2020 | 2:40 pm

The COVID-19 health crisis has created serious needs in nearly every community, and for the philanthropic and nonprofit organizations that serve those communities it has created a unique challenge: Organizations that were already working at capacity now see even more opportunities to carry out their mission, but they are struggling to find the resources to meet those needs. Disruptions caused by a move to remote work, declines in giving, and an unpredictable stock market are all making it more difficult for organizations to meet their goals.

Employees who were already 100% committed now find they need to commit 200%. So, where does that extra 40 hours come from? Increasing your organization’s capacity to have a positive impact on targeted populations is key at this time of scarce resources; and live, online, process improvement training and coaching is the perfect tool to help build organizational muscle while keeping staff safe.

Learn more at: Virtual Training Can Increase Capacity to Help Communities in Need

Process Improvement to Transformation

Not Just Plug and Play: Look Within When Implementing New Software

April 10, 2020 | 7:51 am

Is your organization working to help your community more at this challenging time? Are you hindered by your systems? You will have the opportunity to continue your organization’s system discussions later this year. Will your team be ready to transform your processes to fit the new system?

Adding new software is a major investment. It’s a big job, and new software alone is no guarantee that an organization will improve outcomes enough to cover the cost of installation. Learn the business process redesign best practices shared by those who have succeeded on that journey in this report. Summary of Reimage Processes for New Software Survey

 

Turn Remote Operations Risk into Amazing Results

March 17, 2020 | 12:47 pm

Is your office in remote mode? So many teams are now working from home as we collectively battle the COVID-19 pandemic. Remote work can reduce personal and community health risk. Yet it can be unhealthy for your organization. Remote work can be slower and less accurate, impacting your organization and your community. A key question in this transition is: With this big change of unknown duration, how will your team continue to serve your community in a seamless way?

Key Risks

Teams that move to remote work find key risks.
o Paper piles of work are no longer visible, resulting in stalled or forgotten work.
o In-person double checks and communication may not happen, resulting in errors and embarrassment.
o Quickly made process adjustments to fit remote operations create the risk of errors and missed steps.
o Back-and-forth online communications may slow work down, consuming already tight capacity.

The Solution

Remote work is an opportunity to redesign your processes to regain capacity, maintain quality, keep up speed, and preserve your reputation. Some organizations are using proven process transformation tools to achieve these goals. For example, as a result of our process transformation work, one foundation recaptured time while delivering error-free results for three years. This group became an effective cross-organization team, performing better and accomplishing more in a consistently high-quality manner.

Is this what you are looking for?

If your team is going remote, connect with process improvement coach Lee Kuntz about a live, online checkup for your key processes. We use our proven process transformation coaching, training, and tools to help you mitigate risk and deliver upon your organization’s commitments. Checking up on small processes can be done in a couple hours.

Contact Lee to discuss how your team can create a seamless transition to remote processes while maintaining and growing great results.

Philanthropic Organizations Flex Process Improvement Muscles to Achieve Substantial Results

April 9, 2020 | 9:48 am

Private and community foundations across the nation are flexing their process improvement muscles. They are achieving impressive results, including:
• Recapturing hundreds—even thousands—of work hours
• Delivering better or faster grants
• Maximizing a big technology investment
• Breaking down crippling silos across the organization
• Creating a culture of improvement

For example, one foundation used process improvement training and coaching to transform a grants process from 75 to 39 steps. They immediately started recapturing time, which enabled them to reinvest it in serving their community. They expect to recoup over one thousand hours from their investment.

Is this an anomaly? Actually, many philanthropic organizations report these impressive results. In fact, every nonprofit foundation we worked with significantly streamlined its processes. As shown in the graph below, these leaders reduced their number of steps by 52 percent. With each wasteful step removed, these foundations better positioned themselves to accomplish their central mission of increased impact.

Process Transformation Results

The Secret: Building Process Improvement Muscles

Leaders and staff can learn how to achieve measurable results through our Think Differently Process Transformation Workshop™. Designed specifically for community and private foundations, this workshop equips you and your colleagues by taking you through an intensive day of learning and practice. Attendees bring and solve a process pain point in the workshop. Attendees routinely say they take home improvement ideas they can implement immediately, particularly by addressing “pain points” that slow down their work processes. They often comment how process improvement opportunities will help them save time, deliver better service to donors and grantees, and create bigger impact in their community.

“Lee’s custom process for foundations is transformational. I was able to implement her process immediately and see results.”
Community Foundation Executive Director

“We all get complacent in doing things the same way. The Process Improvement training provided the opportunity to examine our processes for alternative ways that save time without compromising accuracy.”
Foundation Vice President and CFO

In 2020, philanthropic organizations will have two opportunities to learn these skills: Online May 18 and 19, and September 10 in Novato, California. Learn more at: Think Differently Process Transformation Workshop. Or contact Lee Kuntz to get detailed registration information.

Over a thousand hours of work time are just waiting to be recaptured by your team so you can reinvest them in your community. Take the first step to learn more!

Transform Philanthropic and Nonprofit Processes, Recapture Time

March 24, 2020 | 2:10 pm

Financial leaders from philanthropic and other nonprofit organizations will hear the ideas that are transforming their industry at the NFG North Conference 2020, on October 8, 2020.

Philanthropic and nonprofit organizations work hard for their communities. Yet they have very limited resources. Maximizing those resources is key to their success. Lee Kuntz’s two session at the NFG North Conference 2020 provide ideas and concrete practices in the maximization techniques that are working in the industry.

Conference attendees will learn how to solve these pain points.
• Overwhelming workloads and employees working late
• New program ideas with no funding or capacity to do them
• Taking heat for errors
• Unused technology tools

Organizations will hear how nonprofits, including foundations, have cured this pain and are now heroes of their teams, audit committees, and boards. One nonprofit recaptured over 60% of their working time, now delivering faster and better results to their community, partners, and board.

Consider this: What would your nonprofit do with 1,000 hours of work time back?

The Transformational Workshops

NFG North Conference 2020 features two morning sessions given by Lee Kuntz that will equip financial leaders with the ideas that are making a difference.

Accounting and finance departments routinely get tasked with accounts payable responsibilities. And they work hard to get payments out timely and accurately. Yet are these leaders doing all we can to work efficiently and effectively? Or are there delays, duplicate payments, rounds of rework, or late payments?

The first workshop, Transform Accounts Payable, is a deep dive into how to transform the accounts payable process into a sleek, painless operation while recapturing hundreds even thousands of hours of time. Given much of the organization touches bill payment, each organization leader can get time back.

All financial leaders have done process improvement. Yet it’s advanced process improvement skills that are making the difference for nonprofits. The second workshop, Transformational Process Improvement, shows attendees how process transform skills are making the difference for nonprofits. Then these leaders will be part of making those results happen in a rapid improvement game.

NFG North financial leaders can register for the entire day of learning at: NFG North Members Register Here
Not a NFG member yet and want to attend? Contact Lee Kuntz to request one of her tickets to this event.

About Lee Kuntz

Lee Kuntz, process improvement speaker, trainer, coach, and strategist, has helped numerous philanthropic and other nonprofits to successfully create capacity and deliver better and faster results to their community. Lee believes employees are the right people to improve how work is done. When they have skills-and-will in transformational process improvement, they can achieve impressive results.

Clients Lee has trained and coached have recaptured thousands of hours of work time from their back office and have reinvested the time saved into the community. These organizations go beyond balancing to sustaining and thriving. Lee has an MBA from the Carlson School of Management, is a Certified Lean Six Sigma Black Belt, and is a Human Centered Design practitioner.

New System Install Success

Discover Your Team’s Process Improvement Opportunity

January 13, 2020 | 7:26 am

Every day teams can manage their processes to deliver winning results. By both improving and controlling critical processes, these teams can both make a big impact and get home at night.

Most of us have improved processes. We have tweaked the steps of work, fixed breaks, and automated. The next step—process management—is a powerful approach that can be the difference between failure and success.

Now you can measure your team’s process management muscles through an eight-question survey. This survey helps you see beyond tweaking, to fix pain points and transform outcomes. Through the survey’s results, you can discover your team’s process management strengths and opportunities.

Select the survey answer that best reflects how your team handles your critical processes. Eight-Question Survey Link

Do you want to learn more about how these important concepts can create results for your team? Then complete the survey, add your email address, and submit your answers, thereby emailing yourself your answers.

Our process coach and trainer Lee Kuntz will also receive a copy. Your contact information will not be used for any other purpose. Lee will then connect with you to hear and answer any questions about how each of these key process capabilities can help your team achieve the results you need.

Process Improvement to Transformation

From Tweak to Transformation

November 15, 2019 | 11:26 am

Have you improved your work process, tweaking how work is done or fixing broken steps? Most agree process improvement is good. Yet many staff members are too busy fighting fires to think about how to do their work. They get stuck in the rut of doing things as they’ve always been done. The answer to this miserable dilemma? Moving from the small tweaks associated with traditional process improvement to radical process transformation.

What is Process Improvement?

A starting point in thinking about process improvement is understanding what the term even means. In a recent online search, I found ten different definitions for ‘process improvement.’ Many people see process improvement as adding, deleting, or modifying work steps to change how work is done.

The problem with this commonly held definition is that the focus is on tweaks to change to work steps rather than improving outcomes. For example, suppose I want to move from balancing between sources with an adding machine to using an Excel spreadsheet. This improvement seems like a positive change. When I pitch this to my boss, I focus on how the process will change. My boss asks how much time the change will take to implement. That use of resources gives her pause, as she knows our big workload. Most likely, she will say we don’t have time to make changes right now. We need to stay the course and take on the next emergency. We can do the improvement later, when things get better.

Since I did not identify the positive impact of my proposed enhancement, my boss didn’t see its value compared to the other big priorities crashing through her door. Too often, defining process improvement as tweaking how work is done causes this important tool to be ignored.

The Impact of This Conundrum

Process improvement can truly produce more favorable outcomes than had been realized before. Without it, employees can become locked in a vicious cycle in which underlying process flaws are not corrected. As in the example below of an improperly prepared check, both customers and staff can become frustrated by processes that don’t work as they should.

If the cycle consists of complaint-pull-fix without also investing time in fixing the issue for all customers, similar problems are likely to occur in the future. That means staff will work longer and longer hours responding to emergencies, getting further and further away from the good work they want to do. Eventually staff may burn out and leave, placing a greater burden on remaining employees to do the work.

I have experienced this vicious cycle in my own life. Early in my career, I accepted a job in an area that claimed to promote great work-life balance. My superiors promised there would be overtime only at year-end. Once I was there, I found that by overtime, they meant seven days a week for six weeks! I barely saw my young children for a month and a half. When I commented about the excessive overtime, the staff said it was always that way, and to just “suck it up” because it would not change. I questioned the culture and the paradigm, and I wondered if things would ever get better. That unpleasant situation has inspired me for the rest of my career.

The Answer: Process Transformation

To correct agonizing situations such as the one I survived, I rename, rephrase, and reposition process improvement in my training by sharing the story of process transformation.

Process transformation is the use of proven process improvement tools to maximize what the organization has now to achieve an improved outcome.
Process transformation solves pain points organizations experience so they can work toward efficient, effective, and high-quality outcomes for their customers. Organizations have achieved the following outcomes from this approach.

  • Recaptured over 4,000 work hours.
  • Created new shared-service function.
  • Fully used existing technology.
  • Eliminated errors for 3 years.
  • Delivered to customers in half the time.
  • Created ongoing improvement.

 

Process Transformation Key Points

There are three important points in this definition of process transformation.

1. Proven tools. A recent survey by change management specialist Prosci indicated that the majority of process improvement projects fail, primarily due to lack of proven tools, experience, and support. The good news is that there are tools and training that offset this risk. The key is to leverage the tools and training that work with your industry and situation. For example, quality management tools require rigorous training on statistical analysis and are great for manufacturing organizations. However, statistical analysis principles have little use in a service organization. A better tool for a philanthropic or charitable organization would be one that helps employees identify wasted steps.

2. Maximize what the organization has now. Employers manage more than work steps or process to achieve the outcomes they need. They leverage business policies, roles and responsibilities, technology, work steps, and other elements to create desired outcomes. Some of these components are helpful and efficient, while others end up undercutting objectives. For example, the policy of a foundation I am coaching might require that grants be paid within two weeks after being approved. If the competition can pay a grant within three days, I ask my client to identify and maximize everything they have now to achieve faster turnaround.

3. Improved outcomes. To ensure that the desired results are achieved, process transformation identifies the needed outcomes before the improvement work begins. To illustrate, a team may decide they need to recapture and reinvest half the time they are now spending to issue grants. This may amount to one hour per grant, for a total of 500 to 1,500 work hours. Once leaders understand the payback from their investment in process transformation, they support the investment. Learn more about this concept in my companion blog post: Achieve Process Improvement Results: Start at the End.

The Evidence

Process transformation requires an investment of both time and resources to be successful. When leaders and staff members learn about tools that will help them work smarter rather than harder, they find that their investment pays off. The graph below shows immediate results achieved when process transformation tools were used in four recent projects:

Return on Investment

We have been coaching and training teams in process improvement and transformation for more than two decades. A recent study of our clients indicated that their returns overwhelmingly offset their investment. Typically, we have found that the first year’s results more than cover the costs of the training and staff time investment, with future years’ savings being “gravy.” Imagine sharing with your organization’s leadership or board that your team can take on more without additional staff because the team has recaptured and repositioned 1,000 to 2,000 work hours.

Now back to my story. After being told to “suck it up,” I was determined I would never again work that much overtime. Therefore, I sought and gained leadership approval to conduct a process transformation project. I committed to leadership that I would shorten the year-end work time for everyone. To do so, I partnered with my team using proven improvement/transformation tools to maximize everything we already had. As a result, we cut the steps to complete our year-end reporting in half. In the next year-end cycle, the team worked only one weekend rather than the six weekends we had with the old process.

Summary

If your team works overwhelming hours, reacts to constant emergencies, or is not maximizing expensive software, process transformation may be the answer to your problems. With an initial investment, your team can solve its pain points, recapture time, and deliver better and faster outcomes to your customers.
Learn more by leveraging our free website assessment tools to diagnose your pain point, or contact Lee Kuntz to talk about your needs. Organizations have found hundreds—even thousands—of work hours to reinvest in serving their customers. You can, too

Contact Lee today to discuss your challenge.