Northamptonshire Police

Culture

People

StrategyStructure

Process

Big Picture…

Who and what do we represent?

• Population of 640,000

• Employees –1300 Officers and 1200 Police Staff

• Remit – Policing……

Culture

People

StrategyStructure

Process

Organisational Development

• Policing Plan

• Mobile Data

• Agile

Working

• Volunteers

• Specials

• Cadets

• Core Skills

• Leadership

• Wellbeing

• Talent

Management

• Triaster• Process

Evolution

Interoperability

• Fleet

• Co-location

• Prevention and

• Community

ProtectionRegionalisation

• Police Business

Services

OD

Organisational

Learning

Command and Control Project

Evidence Based Policing

Consultancy – Organisational

Development

Custody Projects-------------------------------------------------------------------

Systems and Lean-------------------------------------------------------------------

Culture eats strategy

for breakfast

If you only have a hammer…

you will see all problems as nails

Abraham Maslow

Define: What is the full scope of the process?

What is the improvement required/What is going wrong?

Measure: What is the current measure of performance?

What is needed to deliver excellent performance?

Analyse: Analysing the entire process to identify the

critical gaps in performance. Identifying the sources and

causes of variation in performance.

Improve: Develop potential solutions and design of the

improved process to address the root causes. Development of implementation plans.

Control: Determining the realised benefit and ensuring controllable performance

1+8?

Clashing of cultures...‘The Holy Grail of service

delivery/ production is to

achieve all three through

continuous improvement

and process refinement...’

Tim Ozdemir

21st Century Business

Intelligence Mechanism

‘Slow down to speed up’ - Steve

Benfield, Managing Director of

Beech Consultancy

Enabling fast informed

change

We are

here

The marketing ploy of creating

dissatisfaction with the current

position

A true organisational continual improvement model

has never had the foundation to be implemented

We are inconsistent in our approach to delivery

We are constantly trying to familiarise ourselves with

our processes

We have an inefficient ability to access corporate

knowledge

We create and rely on people who represent single points

of failure in regard to their business process knowledge

Our restructures are based on a function follows form

approach. As our understanding of our functions should

allow us to design/redesign our form…

'It's not enough to do

your best, you must

know what to do and

do your best'.

W. Edwards Deming

Let’s not just change the way we work,

let’s transform it by:

Creating a current single point of

reference for everything we do

Utilising it to model change and

understand its impact on people, process

and finances before we implement them

Utilising it to understand the demand on our

business…specifically our staff…

Leading to a point where evidence based continual

improvement is business as usual…

Reaching a point where we truly know ourselves and

thus what it is that will allow us to improve

The vision approach

People don't buy what you do,

they buy why you do it.

Simon Sinek

Making a large part of our performance management

focused on process adherence

No more change for changes sake…no more change

just to gain evidence for career development….we can’t

afford it…no more projects ‘doomed to success’…

All business processes will have owners…all aspects of

Change will be calculated and understood before

implementation

It’s not a question of whether this is a good idea…

the question is are we brave enough?

To make our change process becomes

a tested and modelled evidence led one

size fits all approach

The organisation

is bigger than

me

Don't quit. Never give up trying

to build the world you can see,

even if others can't see it.

Listen to your drum and your drum

only. It's the one that

makes the sweetest sound.

Simon Sinek

Evolution in progress…

Evolution is a process

of constant branching

and expansion

Stephen Jay Gould

Building Blocks

to transformation

Business Intelligence

Mobile Technology

Agile Working

People and Culture

Estates

Operating

Model

Knowledge is power.

Information is liberating.

Education is the

premise of progress, in

every society, in every

family.

Kofi Annan

What is

inevitable?

Without accepting the fact

that everything changes,

we cannot find perfect

composure. But

unfortunately, although

it is true, it is difficult

for us to accept it.

Because we cannot

accept the truth of

transience, we suffer.

Shunryu Suzuki

?

Thank you…

www.triaster.co.uk

michael.cousins@triaster.co.uk

Try for yourself – Sample Library

Customer Examples

http://www.triaster.co.uk/showcase.php

Enabling Fast, Informed Change Round-Table, April 15th

http://www.triaster.co.uk/connector-events-business-intelligence.php