The ability to sort what must be done from what can be done is the new superpower. Knowing how to plan for action is crucial in taking the right action. With better focus comes increased momentum.
Instead of accepting and living with recurring issues, solving problems permanently adds value, builds customer satisfaction and promotes growth.
Being clear about deciding where to go next is an accelerant for high performance. Decision-drag (the time needed make decisions), and execution-lag (the speed at which decisions are implemented), speak volumes about how clear the organization is about its prioritized needs and wants. Clarity helps an organization get moving.
To look before you leap is not only good advice to avoid catastrophe, it also clarifies and ensures the value of any action. When you recognize and manage potential outcomes before acting, you create an opening that leads towards the most positive result.
Leaders in an organization are the go-to resource when it comes to making decisions, solving problems and developing the best strategy to move forward. Good leaders promote analytic thinking in their organization. An enterprise-wide, common language and approach to issue resolution uses data efficiently, provides quality solutions, and encourages cross functional collaboration.
KT is the ideal partner to guide you on the journey to performance excellence.
Microsoft asked Kepner-Tregoe to help implement KT’s suite of rational processes to enable their engineers and advocates to successfully sort, clarify and prioritize issues, find the root cause of customer problems with accuracy and speed, make decisions on best next steps, and minimize future customer concerns.
improvement in customer satisfaction
minutes per case - average reduction of total time per incident
Reduce DTS (days to solve). Reduce TMPI (time in minutes per incident/net effort). Improve customer satisfaction. Improve team collaboration. Drive customer obsession mindset. Drive world class case handling experience
day per case - average reduction of total Days-to-Solve
The Sherwin-Williams Company is the largest producer of paints and coatings in the United States. A valued, long-term customer who is a leading manufacturer of healthcare equipment reported that test samples had failed a critical chemical resistance test. The customer uses external job shops to paint equipment parts and was puzzled when the exact same batch of paint passed the testing on parts painted by some job shops, while failing when painted at others. Paint retained at the Sherwin-Williams laboratory was tested for chemical resistance and passed. The problem remained unresolved for over a year.
saved in coating sales
effective in confirmation solution
Sherwin-Williams reformulated the paint to work at lower temperatures and now includes quality control testing at lower cure temperatures. The solution has been 100% effective. The customer was impressed and reassured by the solution and by the speed and effectiveness of the problem-solving process.
Deutsche Bank has more than 78,000 employees, more than 2,700 branches in 70 countries and assets of almost $2 trillion. With teams of problem managers at multiple locations across the globe, the challenge was each siloed group of problem managers was using different root cause analysis (RCA) and incident management tools to address client incidents at a local level - but they couldn’t seem to reduce the number of incidents or the time required to solve them.
reduction in client-facing incidents
reduction in the second year
What was discovered was that process training resolved the toughest problem management challenges in a global IT environment. Read full client success story including second global bank success:
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