Has your organization brought in new software with great promise and not achieved the desired results? Has the new software failed to improve the workflow? Has implementation of new software damaged credibility?
Now you can both learn and share your experience through our “Maximize Business Process and Outcomes During New Software Install Survey”. The goal of this ten-question survey is to gather philanthropic organization leaders’ views and experiences in redesigning processes when installing new software. The survey responses will be aggregated to identify best practices.
Survey link: Maximize Outcomes During New System Install Survey
Thank you for investing in this survey, yourself and others in the philanthropic industry!
Is your organization planning and budgeting for next year? Are you tired of fighting the same pain points year after year, such as overwhelming workloads, demands for better or faster results, or challenges to maximize costly technology? During this year’s budgeting and planning season, invest in process transformation to recapture capacity and solve pain points.
This is planning and budgeting season for about 70% of the organizations I know. Many are creating concrete plans and budgets to solve their pain points in 2020. If they do not, organizations will experience the same old pain and frustration in 2020.
Organizations that help and serve others are recapturing hundreds—even thousands—of hours of capacity. They are serving their customers, community, board, funders, and donors in half the time. These leaders are retaining employees. Their secret? Investing to transform processes and results.
Most of us have done process improvement. We have tweaked processes and resolved breaks. Some organizations are taking their improvement work to a transformational level. They are cutting their work steps in half and delivering to their key partners in fraction the time. They are freeing up thousands of staff hours that can be used for other purposes
These organizations budget for an investment in process transformation training and coaching during in their annual plan. Here are the results they are achieving.
• Recapturing over 4,000 work hours.
• Sharing services across functions.
• Maximizing use of existing technology.
• Remaining error-free for 3 years.
• Delivering to customers in half the time.
• Transforming their organizations through ongoing improvement.
Recently we surveyed our clients’ process transformation results. Our customers achieved a return of 1.5 to 3 times their investment during the first year after implementation. This return came in the form of recaptured time and error-free results. Then these organizations continued to receive time back and positive feedback from customers over time.
Figure 1: Return on Transformational Process Improvement
In addition, achieving this enviable return on their investment, these leaders are committed to building a culture of ongoing improvement. They can easily fix and improve any process and result because they have learned the tools to see and solve transformation opportunities. Their employees are fully invested in the process transformation game because they have been involved as stakeholders since the inception of the training.
Leaders are bringing the story of process transformation to their organizations’ annual planning discussions. Yet a common question is: What does the initial investment consist of?
The initial investment in transformational process improvement includes two components: dedicated staff time for learning and implementing new approaches and out-of-pocket costs for training and coaching. A typical employee will spend between 5 and 40 hours annually doing successful process transformation. The cost of the training and coaching depends upon the amount, level, and number of days needed. My firm offers a half day and a full day think differently process transformation workshop. Contact me to learn more about training options.
Organizations that train their employees in process transformation find that work gets done faster and with fewer errors. The time saved leads to better service to the organizations’ customers and community, and greater job satisfaction among employees. You can, too! Contact me, Lee Kuntz, to learn more about how your organization can plan to solve pain points and thrive.
The work week should be over, but the office is buzzing, and the chief financial officer is making the rounds one more time. Foundation policy says grantee checks must be in the mail by end of day Friday, and there are still dozens of outstanding items. Everyone is staying late, because if those checks don’t get out, grantees can’t act on their programs. People can’t get help. And the foundation board is sure to hear about it.
If that scene sounds uncomfortably familiar, you’re not alone. Learn more: Invest for Impact: Continuous Process Improvement
Donor-advised funds are a big growth area for foundations. More donors are contributing to these accounts at their favorite foundation than ever before. Yet these funds provide little margin to pay for the services they require. Foundations are squeezed between low margins and high service requirements as the number of funds climbs.
Some foundations address this challenge through maximizing each donation opportunity. Some are looking internally. These foundations are decreasing the labor and cost to serve donor-advised funds while delivering better and faster results to their contributors.
When a donor contributes to a donor-advised fund at a public charity, that person is generally eligible to take an immediate tax deduction. Then those funds are invested for tax-free growth, and the giver can recommend grants to virtually any IRS-qualified public charity. Donor-advised funds are the fastest-growing charitable giving vehicle in the United States, because they are one of the easiest and most tax-advantageous ways to give.
Public charities, mainly foundations, receive minimal fees for the work they do to manage donor-advised funds. Yet these funds require substantial services, including investment management, grant payment, and grantee due diligence. For many foundations, the labor and cost of performing these tasks approaches or is greater than the fees they receive for these accounts. As these funds continue to proliferate, some foundations find that managing them siphons significant time away from fulfilling their essential purpose.
Some of these foundations are turning to advanced process improvement to decrease their labor and costs as they support their donor-advised funds. Once they get trained on the tools that are working for community foundations, these proactive leaders are redesigning process to recapture work time while delivering consistently good service to donors.
For example, one community foundation used process implement training and coaching to go from 75 to 39 steps in completing donor-advised grants. Once the new steps were implemented, their average processing time dropped from 50 minutes to only 25 minutes. With the savings of time, the foundation is able to deliver grants more predictably and efficiently—to the delight of donors and the nonprofits that receive those grants. In addition, the recaptured work time is now being used to address other community needs.
Foundation leaders are savvy. They constantly tinker to improve how back-office work is done. But the donor-advised grant squeeze may require more than a few tweaks in process. It may require making an investment in advanced process improvement.
Contact Lee Kuntz to learn how to address this squeeze through redesigning processes. Several community foundations have built their process knowledge and redesigned their donor-advised fund processes to recapture thousands of hours and deliver better and faster results. You can too!
Have you been part of a process improvement project that required an investment of hours upon hours over months or even years? Was a process improvement effort stopped because the team could not agree upon which improvement ideas to implement? Or an improvement initiative that made things worse instead of better?
With results like these, no wonder leaders hesitate to authorize process improvement initiatives. Yet some leaders are achieving impressive results from redesigning processes. They cut the work time to serve their customers in half, recapturing and repurposing thousands of hours. At the same time, they deliver better outcomes to their communities, boards, and partners.
These diametrically opposed outcomes beg the question: What creates the big difference in results?
The difference in results stems, in part, from the varying working definitions of process improvement. One website defines process improvement as “a systematic approach that can be used to make incremental and breakthrough improvements in processes.” While this approach sounds promising, it falls short of bringing transformational change.
A process redesign project that focuses only on improving how work is done will not significantly improve outcomes despite taking many hours of staff time. For example, one team shared that they worked on an improvement project for eighteen months. They met for two hours every month and talked about a host of cutting-edge ideas. Yet the team could not come together behind any idea they were willing to try. After they had invested more than 400 work hours generating ideas without implementing any of them, people started dropping out of the project. Then the CEO identified a new initiative and the team switched its focus to that priority.
I view process improvement more holistically. I see it as a tool to improve outcomes in a broader sense. It can be leveraged to enhance quality, customer experience, accuracy, compliance, or any other key process outcome. When leaders start by identifying the specific outcome(s) that must be improved, they make it possible to achieve impactful process improvement results.
Recently, a chief operations/administration officer (COO) became aware that her organization was incurring significant late-payment penalties. Phone calls about the late payments from both internal managers and external partners were eating up her team’s time, and the organization’s financial resources were being squandered on paying the penalties.
The COO talked with her team about what she saw and then initiated a process redesign project with the specific goal of getting payments out on time. She leveraged my team’s process improvement training and mentoring to help the team better understand what was actually happening. Once her team saw that they could solve the pain they were experiencing, they eagerly stepped forward to be on the redesign team. This team used their new process improvement knowledge to reduce the payment process from 110 steps to 60 steps. Now they are implementing these new ideas and have shortened the time to get payments out. They will no longer be plagued with collection phone calls and can reinvest their time in helping the organization fulfill its key objectives.
Achieving process improvement results starts with identifying the needed outcome(s) first. After all, would you start a road trip without picking a destination? With no destination, you may end up in Alaska, rather than California. Or on the side of the road, out of provisions for the journey. Only through setting a clear destination can your team succeed in achieving the improvement they need.
As a coach and a trainer, I have opportunities to influence leaders as they seek to achieve process improvement results. Therefore, I first ask which outcomes need to be improved.
When leaders focus on improving specific process outcomes, they foster employee engagement and leadership support. Starting with a particularly painful outcome is a great first step. For example, a director of donor relations received calls from three donors who said they received someone else’s gift acknowledgement letter. After awkward apologies were made and the letters were corrected, the director called me to learn how she could quickly address this situation so it would never happen again. I coached her and the team through a four-hour rapid process improvement event. I encouraged the group to kept one essential outcome in mind: Gift acknowledgements must be sent out to the correct donor every time.
Being clear about the goal helped galvanize the team to take action and be laser-focused in their redesign work. This focus shortened the time needed for the improvement work, as there were no side trips that consumed valuable team time and energy.
When your team needs to attain a given process outcome and is missing the mark, think process improvement. Whether your issue is an unhappy customer, overwhelmed employees, or a board demanding answers, start by identifying the specific outcomes needed. Communicating with employees about the missed mark and committing to resolve it can begin your journey to achieve impressive results.
Some organizations have built their process management skills and routinely fix inadequate outcomes successfully and quickly. You can, too. Contact me, Lee Kuntz, to talk through how your team can undertake rapid improvement that achieves process improvement results and promotes organizational success. Achieve Process Improvement Results: Start at the End
Finally, you have approval to bring on a brand-new, expensive system to help do the most important work! Your team has been talking about it for years. The organization has committed to achieving substantial benefits from the big investment—commitments including everything other than your firstborn.
The Critical Question
You take a deep breath and wonder how you will put the new system in place in a way that fulfills all those promises. Putting a new, expensive system is place is not something teams do every day. In addition, it requires significant incremental work. Therefore, many teams look outside the organization for a skilled technology consultant.
One of the first questions a consultant will ask is, What steps do you want to automate through this system? Answering this question is critical. It makes the difference between delivering on promises and living with regret for years to come.
Some organizations answer the automation question by explaining exactly how work is being done now. This involves talking through the steps that happen when work goes well. But even a smooth progression through the steps may entail shuffling multiple paper copies, handing items back and forth until they are correct, and fielding phone calls from customers wanting to know where something is. Is that really the process you want to automate?
Recently a foundation leader shared with me that her organization spent nearly $750,000 on a new online, interactive grants system implementation. Yet after the software was installed, the employees continued to follow the labor-intensive processes that they were accustomed to. For example, they still made three copies of every grant check. They handwrote donor requests and then entered them into the online portal. They mailed letters instead of using the online portal or email features. Because employees didn’t capitalize on the capabilities of the new system, the team received very little benefit from their big investment. And everyone talked about how the implementation was a disaster.
Most technology consultants will help you map out and automate how work gets done now. And most system manuals will show you which screens and fields to use. But will these steps help you decrease the time and work it takes to serve your clients?
An Approach to Deliver on Promises
Some organizations go about new system implementation differently. They redesign how they do work before a new system is installed using proven business process improvement business process improvement business process improvement. Then, when their technology consultant asks what work steps they want to automate, they can speak with knowledge and confidence.
For example, recently a chief financial officer utilized a process improvement specialist over one week to help the team redesign processes shared his outcomes. “We designed the best process for us. Then, we pushed the consultant and technology to work for us, rather than bending to what the vendor said we should do.” This leader said that between process redesign and making full use of the new tool, they recaptured about 1,500 hours of work time, which they reinvested into serving the community.
Would recapturing work time while delivering better and faster results be valuable to deliver on promises to leadership and the board?
Check out this companion blog to learn more: Process Redesign—Before or After New Software Install?
Before your organization installs a new system, contact me, Lee Kuntz, to learn more about how your organization can get real value from your new system and processes. Learn how leveraging a process specialist for one week can help you deliver on your promises. Others have redesigned processes and installed new systems with game-changing results. You can too!
Recently about 100 public charities and private foundations gathered to learn how they can create capacity to drive their mission. They heard from improvement champions how they can recapture thousands of work hours and deliver more and better results to their community.
Hear what these public charities and private foundations learned. Quick Video
Is your organization planning and budgeting for next year? Are you tired of fighting the same pain points year after year, such as overwhelming workloads, demands for better or faster results, or challenges to maximize costly technology? At the recent Twin Cities Nonprofit Financial Group meeting, I shared three steps to solve these pain points this year.
The Secret: Invest in Continuous Process Improvement
Organizations that help and serve others are recapturing hundreds—even thousands—of hours of capacity. They are serving their customers, community, board, funders, and donors in half the time. They are retaining employees.
Their secret? Investing in continuous process improvement to get big, immediate results with a small investment.
Recently we surveyed our client’s continuous process improvement results. Our customers achieved a 1.5- to 3-times return on their investment during the first year after implementation. This return came in the form of recaptured time and error-free results. These organizations continued to experience recaptured time and positive feedback from customers year after year.
Three critical approaches bring organizations big, immediate results with a small investment in continuous process improvement.
1. Get trained on proven tools
2. Get coaching to use the tools successfully
3. Maximize everything the organization has now
Because continuous process improvement teams maximize the tools and resources they have now, there is little additional investment. Also, the team achieves results fast when they choose their best and easiest to implement ideas. For example, one leader implemented the team’s improvement ideas the next day.
Invest in Building Process Improvement Muscle
Leaders are bringing the story of continuous process improvement to their organizations’ annual planning discussions. Yet a common question is: What does the initial investment consist of?
As shown in Figure 1, the initial investment in continuous process improvement includes two components: employee time and out of pocket costs for training and coaching. An employee will spend between 5 to 40 hours annually doing successful process improvement. The cost of the training and coaching depends upon the amount, level, and number of days needed. Contact me to learn more about training options.
Find Funding and Support
Civic, public, financial, and healthcare organizations fund their initial investment to kick off their continuous process improvement work in three ways.
Train to Retain. Some leaders include training in their annual budget so they can retain employees. A study conducted for Minnesota’s West Central Initiative found organizations that provide employees with training had a 50 percent lower turnover rate than those that did not. Read more at: West Central Initiative Study Summary. Budgeting for CPI training is a great way to begin your team’s continuous process improvement journey.
Use Discretionary Funds. Most organizations have some discretionary funds. One community action council identified enough money to in their discretionary budget to fund continuous process improvement training for 12 employees. Afterwards, the employees immediately implemented the improvement ideas they developed during the training.
Watch the Budget. Look for times when there is budget available. I get those calls about a month before the organization’s fiscal year-end. “I have some remaining budget to spend before the end of the year. Come now, Lee!”
Plan to Solve Pain Points in the Coming Year
When an organization and the staff are tired of fighting the same pain points year after year, it is time for continuous process improvement. Organizations have recaptured thousands of work hours while delivering better and faster results to their customers, their community, and their board. You can, too! Contact me, Lee Kuntz, to learn more about how your organization can plan to solve pain points and thrive.
Discover the tools service and business leaders adopt to manage and improve their processes and achieve greater success. Watch video >>
Susan sat in an operations meeting, listening to the discussion of this week’s customer complaints. This time a customer complained that he did not see his request in the online portal as expected. Last time it was about a missing transaction confirmation.
The subject line of the meeting invite was “Process Improvement.” However, Susan wondered: What is process improvement? And what does it have to do with addressing customer complaints?
What Is a Process?
To understand process improvement and what it can achieve, first we need to understand the basics.
A process is a series of work steps done to achieve a specific outcome. For example, each morning you strive to make your favorite cup of coffee. You have steps you do every day to create that tasty cup. These steps may be:
1. Measure water.
2. Pour water into coffee maker.
3. Turn on coffee maker.
4. Set brew time.
5. Place coffee cup under coffee maker spout.
6. Insert the coffee pod into the maker.
7. When coffee maker sounds, remove your cup.
8. Add just the right amount of the right creamer.
Outcome: Your favorite cup of coffee.
Whether it is making that favorite cup of coffee, creating requests in the online portal, or delivering transaction confirmations, the process consists of the steps taken to perform the work and the outcomes they produce.
What Is Process Improvement?
Process improvement is changing the steps of a process to improve the outcome. For example, back to that cup of coffee. Have you had a cup of coffee at a restaurant that was better than yours?
You may go home and try a different approach to get that better cup of coffee: adjust the brew time, use colder water, or use less water. You keep adjusting various steps until you get the desired results. Tweaking the coffee-making process in order to get a better outcome is process improvement.
Returning to Susan’ situation, the “Process Improvement” meeting is an opportunity for the team to improve how work is done to eliminate customer complaints.
What are the best process improvement steps to achieve the results you need? Check out my companion blog to learn about approaches that improve outcomes. 4 Process Improvement Approaches: Which One Works Best?
In summary, what is process improvement? When done well, it solves pain points seen at work each day. Process improvement can eliminate customer complaints, create capacity, solve thorny issues, and create a return on a major investment in a new system. When done well, process improvement changes how work is done and can help you achieve the results you need.
When you need to change outcomes of your processes for your complex service organization, contact me. We can talk through the outcome you need and how process improvement can get you there. Others have successfully redesigned their processes to improve outcomes. You can too.