7 Guiding Principles Flashcards

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1
Q

7 Guiding Principles

A

Recommendations that can guide an organization in all circumstances, regardless of changes in its goals, strategies, type of work, or management structure.

1) Focus on Value
2) Start Where You Are
3) Progress Iteratively With Feedback
4) Collaborate and Promote Visibility
5) Think and Work Holistically
6) Keep It Simple and Practical
7) Optimize and Automate

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2
Q

Focus On Value

A

Start by determining who the service consumer is in each situation.

Everything the organization does should create value for the stakeholders. Financial, Customer Experience (CX), User Experience (UX).

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3
Q

Start Where You Are

A

Don’t build something new without considering what you already have. Less wasteful, preserves value, don’t just rely on metrics, observe and apply the metrics.

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4
Q

Progress Iteratively With Feedback

A

Don’t try and do everything at once. Organize work into small, manageable sections that can be organized and completed quickly. Seek feedback before, during, and after. Use to keep actions focused.

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5
Q

Collaborate and Promote Visibility

A

People working together effectively can create much greater value than people working in solos. Not just for teams, collaborate with: customers, users, suppliers, and anyone involved in services.

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6
Q

Think and Work Holistically

A

Think about how the work you do contributes to the overall creation value. Decisions should benefit everyone. Services, practices, processes, departments, and suppliers do not stand alone. They all interact to create value.

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7
Q

Keep It Simple and Practical

A

Focus on simple things that create value, rather than complex processes. Question complex steps. Use the minimum number of steps for completion.

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8
Q

Optimize and Automate

A

Automate wherever you can so you can use resources effectively and efficiently. Carefully select what a person should do versus what is automated around them. Optimize first, then automate.

Use technology only when it provides a clear benefit.

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