I spent some time in the UK this past month and had the opportunity to see the Vanguard Method at work in different phases and situations.  I was astounded by how comprehensive and powerful systems thinking and (more specifically) the Vanguard Method is.  

 

So, here are 5 things I learned while in the UK about systems thinking - Vanguard Style:

 

(1)  The Vanguard Method is not just for high transaction service organizations.  The method can help any organization get better because even manufacturing requires management to change thinking - something we have not managed to do in the US.  Lean and/or Six Sigma has nothing in their toolboxes to address how to change thinking.  Additionally, I have seen how software development projects, school construction and a multitude of other interventions have been addressed through different archetypes.

 

(2)  Executives have to go to the work and immerse themselves.  Part of changing thinking requires that we see the damage of assumptions in the execution of strategic intent.  Unintended consequences are the result of not making decisions from knowledge.  Until executives and management spend time in the work where customer purpose is achieved, they will not learn the power of systems thinking or the Vanguard Method. 

 

There are so many obstacles to getting management in the work, including the management culture that says that as managers rise to executive positions they should move away from the work and take the decision-making with them.  Reports and assumptions take the place of knowledge.

 

(3)  Functionally-separated work that is redesigned brings quick results.  Although I witnessed management thinking lagging in some engagements, most work had been redesigned in a pilot setting that was reaping benefits in achievement of customer purpose with better service and lower costs as a result.

 

(4)  Front-line workers see the benefits of systems thinking, long before the managers.  Think about it, a system that enables workers to help customers.  Clearing the path to better purpose is not only less expensive and practical, but improves culture as the work takes precedence in importance over the management hierarchy.

 

(5)  Information technology can enable the work without massive bureaucracy and the costs associated with bureaucracy.  Many engagements had developers working directly with front-line workers to enable the work.  Developers understood the problems that workers were having and immediately would develop, pilot and implement a solution.  No requirements gathering, no project plans, no prioritization, etc. . . . just action on the system to improve the value work.

 

I know that many of these seem simple and reality is that it is, and yet, profound at the same time.  Government, manufacturing and service have entrapped themselves.  Each organization haswhat they need to improve, the Vanguard Method just helps them through the process.

 

One other important thing I learned, many consultants now say they are doing systems thinking or are systems thinkers, but my experience in the UK is that the Vanguard Method is truly a differentiator.