Making SPI Initiatives Succeed 
Morten Korsaa
Partner
 DELTA Axiom

Introduction:

For decades companies have used process improvement as a means to become better and more efficient. However, only about 50% have been successful in achieving a measurable effect. They seem to lack the necessary ability for achieving success.

But what are those abilities? Are they the same across organisations? Are they the same within an organisation? How can you tell what is important in your organisation? What is the chance of success in a given environment? Which ability is the one that if improved will increase the chance of success the most?

Wouldn't that be nice to know?

The ImprovAbility™ model has been developed during the Talent@IT project, which was a research project partly funded by the Danish government with participants from the IT-University of Copenhagen, DELTA Axiom, and 4 large Danish financial organisations. The model is based on observations from real-life projects in organisations and comprehensive literature studies on innovation and process improvement. Data has been analysed using recognised research methods and has resulted in a model based on 20 parameters, which either impede or promote successful change projects.

Participants will learn:

  • Success with Process Improvement is foreseeable
  • Success with Process Improvement can be supported
  • The Process Improvement strategy has to be designed individually

Outline:

  • Process improvement paradox
  • The nature of the problem
  • A practical model
  • Assessment method
  • Recommendation creation
  • Definition of change
  • 10 change strategies
  • Relation to maturity assessments
  • Experiences

Biography:

Morten Korsaa is partner and principal consultant at DELTA Axiom, and has dedicated 14 of his 17 years of professional experience to process improvement. First professional target was to learn what the best method is to develop software. Next target was to learn what processes that have to be supporting the development, and the most recent target was to find out why improving those methods and processes only succeed half of the times. Next target is make it all fit together, and to demonstrate true rapid process improvement.