Driving Change With LSS Without Alienating Jargon

Tiran Dagan
Tiran.Dagan@nbcuni.com
Director/Engagement Leader
Strategic Initiatives & Analysis

Responsible for executing the deployment of process improvement efforts and

digital strategies across Media Works, News & Studio Operations business units.
Six Sigma Master Black Belt & Certified Agile PM Scrum Master
Prior roles in strategy/operations/technology in financial services & healthcare
MBA/Tel-Aviv University, B.Sc. In Artificial Intelligence & Mathematics/SUNY
 About NBC Universal

Ad Revenue ~$6b (2007)

Joint Venture - GE /Vivendi (80/20%)
Photo: Jeff Berman / CC License / Flickr

Over 15 cable & TV properties, strong digital presence

Silo activities & communication channels
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Strategic Initiatives & Analysis (SIA)

Origins in the GE quality organization

Focus on driving change
Cross discipline team, two coasts
Consultative approach
No charge to P&L
Lean & Six Sigma as a means, not an
end

“We've been aggressively trying to migrate away from talking about tools and
instead to talking about outcomes... Six Sigma is a tool. It is a wonderful tool,
but it is a tool…the two outcomes we really want are product reliability and
customer responsiveness. “
Gary Reiner, GE CIO, CNN Money, 7/21/2008
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 SIA’s Journey

The end of mass GB training

No more alienating jargon
(LSS “Speak”)
Becoming trusted advisors
Graduates establish COEs
within each business

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 Project Execution Framework
Stakeholder Management
Team Management
Project Management
Discovery & Project
Strategy Review
Final
Kick-Off Execution
Planning: Report-out Closure:

Scoping &
Prioritization Staffing
Lean Engagement
Measure
& Validate
Quantify
Value
SIA Project Delivery Framework 1.0
Consulting Engagement
Scope Control
Schedules and Timelines
Approval Tollgates Report
Implementation Plan
Change Management
Vendor Partnership
Program Integration
Conflict / Issue Resolution
Risk Management
Communications Plan

Define Collect Determine Lean Work Follow on

Kick-Off Lean Training
Scope Data Participants Out Week AWOs

ƒ Kick-off with ƒ Define scope ƒ Collect existing ƒ Complete process ƒ Conduct training ƒ Complete VSMs ƒ Continue to
leadership and (which business, process maps data collection on lean concepts ƒ Complete problem complete Action
other key which process) ƒ Define baseline ƒ Finalize & objective Work Outs to
participants ƒ Define business data participant list statements for reach future
ƒ Collect Voice of leadership and remaining AWO events state goals
ƒ Begin data
the Customer structure and collection for logistics ƒ Develop 9 month
data and process owners existing process Action Work Out
understand ƒ Begin logistics calendar
customer value arrangement ƒ Finalize Action
ƒ Define and agree on Work Out teams
objectives participants
(including ƒ Complete initial
growth transfer Action Work Outs
function) (3-6 teams)

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 The Ad Sales Evolution Initiative

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7
Inventory Ratecards

Pricing Sales

Property 1
Maintenance Planning

Inventory Ratecards

Pricing Sales

Property 2
Maintenance Planning
Business Case

Inventory Ratecards

Pricing Sales

Maintenance Planning Property 3

Inventory Ratecards

Pricing Sales
Property 15

Maintenance Planning

From Ad to Audience
manage
Customer facing

Inflexible process
defects & confusion
Redundant functions

High internal costs to

Fragmented audience
 Visualize The Process
Walk the Process
Capture
ŠRoles & Responsibilities
ŠWastes (Motion, Inspection)
ŠHandoffs

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 Ad Sales Value Chain

Project Scope

Programming Ratecard Inquiry to Contract

& Research Traffic Billing
Dev. Order Maintenance

What the customer feels

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 Opportunities Across Entire Value Chain

• Reduce revisions to contracts

• Reduce cycle time to close a plan
• Reduce defects during early plan
negotiations
• Increase revenue opportunities
Customer

Inquiry To Order (ITO) Order To Remittance (OTR)

• Reduce credits due to

Customer behavior:
inaccurate delivery
• Lead time
• Improve customer
• Completeness & satisfaction survey results
Accuracy <provide
• Improve collection rate
examples>
and reduce DSO

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 Ratecard Commercial
Programming Research Inquiry to Order Contract Maintenance Operations
Billing
Development

Today: Internal Alignment by Properties

Bravo, Sleuth & Chiller

BBDO

Cable/Network News

Today: External Alignment by Agency

Telemunod/Mun2
Star Com

TV Network
USA / Sci-Fi

NBC.com
Media Vest

Group M

Digitas

Other Buying agencies

Enterprise
Cross Property
Other Ad Mediums

Enterprise
Enterprise Automotive Manufacturer

&
pe us nt
Automotive Manufacturer

ee c i e
D Fo Cl
CPG

l
ng r y a

r”
oi go ern
CPG

“G ate xt
C :E
Automotive Manufacturer

re
Automotive Manufacturer

tu
Fu
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 “Lean First”

Establish Metrics & visibility

Create a repeatable, standardized Process
Drive Organizational change (sales force, P&P
teams, etc)
Implement supporting Systems & Technologies
Create ability to sell across properties and
platforms

The vision of enterprise sell

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 Phase I: As-Is VSMs

Initiate
Detailed-As is current state map
‰
Needs Assessment Parking lot, big ideas, opportunities
‰ General Discovery
‰ Sponsorship Quick win fixes
‰ Scoping
‰
Approval
6 Current State Mapping Events Future State Development
Plan
Pre-Kickoff
‰ Detail Planning Execute
‰ Staffing
‰ SOW Creation
‰ Approval USA, Sci-Fi, Oxygen (TBC) NBC Network Share Current State SIA Close
1 3 Participation: all 6 groups:
3 Day Event
Project SOW & Deliverables 3 Day Event 1 Day Event
‰ Monitor action plan for
60 days
Update Update Update ‰ Complete hand off IT
Bravo, Uni HD, Sleuth, Chiller Telemundo, Mun2
for requirements
2 4
Design Ideal State development
‰ Interviews 3 Day Event
Participation: all 6 groups:
‰ Report out to Mgmt
3 Day Event
‰ Identify key metrics 1 Day Event
‰ Walk the process High Level Drilldown Future State
Update Update Update
‰ Data Collection Process Map Participation: all 6 groups:
Cable News (CNBC, MSNBC)
‰ Participant list 5 Process
‰ Logistics confirmed Action Plans 3 Day Event
Groupings Update Detailed future state
Detail Process Maps process maps with
Update
Inputs & Outputs
Prioritized Sys Reqs Digital (nbc.com)
6
Big Ideas Action Plans
3 Day Event

Update

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 Establish A Shared Vision

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 Process Mapping

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 Metrics, VA & Pain Points

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 Digitization

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Participants Report To Management

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 Deliverables
Workout Website – Daily Updates

Nightly Turnaround of VSMs

Round-Robin Prioritization of Solutions

Dictionary of terms
Action Plans + Monitoring

Jan Feb Mar Apr

USA, Sci-Fi, Oxygen (TBC)

~
AE Training for Deal Header requirements
p

Communication of Client Upgrades M

Status: Team still working on this project

Sales Asst. Training

~
S

Convert “Hold” deals to “Order” M

Status: Effort to implement outweighed benefits

Convert time standard in Gabriel M

Status: System Limitation s

Stewardship cycle time ~

Streamlined process for oversell M

Status: Effort to implement outweighed benefits

Jan 1 Apr 15

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20
3. Contract Maintenance 2. Inquiry to Order 1. Ratecard Development
Process Modeling
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Master Ratecard
TVN Bravo USA/Sci-Fi Model
Gap Analysis
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Inventory Ratecards

Pricing Sales

Property 1
Maint. Planning

Inventory Ratecards
“Future State”

Pricing Sales
Property 2

Maint. Planning

Inventory Ratecards

Pricing Sales
Property 3

Maint. Planning

Inventory Ratecards

Pricing Sales
Property 15

Maint. Planning
Clearly understood client contact, 360o sell
Maintenance
Ratecard Dev

Planning
Sales
Inventory

Pricing
 Realized Benefits

Organizational Benefits
Š Mobilized organization around top clients
Š Clearly defining terminologies
Š Normalizing & standardizing processes
Utilized CRM application to quickly & efficiently share critical
client information
Streamlined process steps to productively share transactions
Pre-defined target base for NBCU initiatives (Women@,
Health & Wellness)
Linked incentive plan to business goals (360 sell)
Sophisticated customer analytics for enterprise sales
decisioning

Quick, accurate customer value delivery

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 Sales Systems

Business Needs

• Single View of Customer (270 to 1 GM)

• NBC Sales, D&B, CMR, Research Data
• Big Marketing Idea Workflow

Post
Aggressive Timeline
• 6.5 Month GEN-1 Rollout
• Joint Account Ownership
• Wing to Wing visibility NBC Customer Data Warehouse

All About the Data

Mainframe Dealmaker Ideal
• Independent NBCU Commercial
Prior

Data Warehouse
Operative Gabriel WideOrbit
• Transparency throughout the
organization Enterprise VCI OSI

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 Developing Project Pipeline

Proactively Seek
Be indifferent

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 Supporting Change

Support senior management ideation

Operationalize vision
Help decision
making processes
GE CAP
6 Hats
Game Theory
RACI charting
5 Why’s
Adjusted Winner
AHP

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 Prioritizing The Pipeline

Prioritize:
Š Revenue Uplift
Š Cost Out
Š Cost Avoidance
Š Cycle Time
Š Customer Satisfaction
Š Risk Reduction
Use Score Sheets
Keep a Balanced Portfolio

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 Topic summary
Driving change with Lean Six Sigma without alienating jargon
In this sales operations case study we will explore the cultural challenges facing
Strategic Initiatives & Analysis and the use of simple yet powerful process
improvement tools and methods to drive ground-breaking change

Share and be part of the large business discourse to

encourage acceptance
Consulting your operational shareholders to ensure you
are making a positive difference to the way they do
business and selecting the right tool sets
Developing a project execution framework to aid
sustainable deployment
Selecting projects that are business critical and that drive
real financial results
Tiran Dagan, Director, Engagement Leader
Strategic Initiatives & Analysis, NBC Universal

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