Delivering Service Value
Why are we different?
Advanced Dynamics has developed new techniques to build productivity and organisational effectiveness by understanding value creation, in particular through our Service Diagnostic, which provides a simple and cost-effective way to discover a path to service transformation, and building the capability to maintain the momentum. Our experience is that the best results come from a “learning through doing” approach, connecting leadership work at the top of the organisation with practical approaches to process improvement at the front-line of the agency, which focus on the creation of value and empower staff to improve their work. Not only does the relevance of such an approach make the transformation of leadership deeper and more permanent, its engagement in the real current concerns of the organisation reduces the short-term disruption and down-time associated with change.
What problems do we solve?
Achieving the best possible value for money, in both private and public sector organisations, is increasingly the key to maintaining forward direction in turbulent times. The public sector as a whole, faced with challenges to reduce spending in the aftermath of the global financial crisis without restraining fragile economic growth, must search for significant productivity improvements: private sector organisations, faced with lower-growth environments and more dificult financial conditions, must develop new approaches to carving out competitive space that maximise the resources available. Understanding how value is created remains the key to resolving these dilemnas.
There is a long record of success for such approaches, particularly in private sector manufacturing environments, based on principles developed by empirical researchers such as W. Edwards Deming, Taiichi Ohno, Elliot Jaques and Ian Macdonald. However, applying these ideas in public sector or service delivery contexts demands much more sophisticated thinking - in particular an understanding of the processes in question in the context of the organisation as a whole, and their connections with broader sectoral systems. Value creation cannot be simplistically based on reducing costs: instead, the key lies in establishing a continuous process to maximize the value created for clients by the system, investing in areas which increase value, and cutting out waste and activity that does not. Making such changes both makes demands on, and provides opportunities to build, the capability of the organisation and its leaders.
