||The Vanguard Guide
to Understanding Your Organisation as a System
The cornerstone of the Vanguard approach. When you can see your
organisation as a system, you can see what is possible and you can see how to go about
achieving it. Many approaches to the organisation as a system are complex and difficult to
action. This is not. The Vanguard approach is simple without being simplistic; it is
practical you will have no doubt about what to do on Monday it
is robust we have employed this model in public service and private sector
organisations and have yet to find its boundaries. Understanding your organisation as a
system is the essential prerequisite to the management of effective change.
The Vanguard Guide to Business Excellence
The essential Guide for anybody using or considering
using the Business Excellence Model (EFQM Excellence Model). The Vanguard Guide to
Business Excellence provides distinctively different advice on method (conducting a
self-assessment) and content (interpreting the model). Dont follow the herd, get
value from the Business Excellence Model; make sure it works for you in improving
The Vanguard Guide to Transforming Call
Why are call centres called sweat shops?
Do they have to be that way? This Guide explains the reasons for call centres becoming
sweat shops and shows with detailed examples how to change them to improve
service, efficiency, revenue and morale. Call centres are simple organisation forms and
hence simple to change but only if you are prepared to change the way you think.
The Vanguard Guide to Process Mapping and
Practical methods for defining, analysing and
improving processes. Avoid the pitfall of thinking procedures are processes; ensure your
processes are defined from the outside-in, from your customers perspective; measure
before you map; map to identify value work and waste; establish the conditions you need to
ensure that your processes are improved continuously.
Revised April 2007
The Vanguard Guide to Using Measures for
What is wrong with traditional measures? How can
measures of budget, standards, activity, productivity and the like actually make
performance worse? More importantly, what are more useful measures and how can they
help ensure that performance improves? Discover the power of deriving measures that relate
to purpose, establishing capability and learning from variation.
The Vanguard Guide to Managing by walking around
Leadership is the engine of change. The leader
who spends time with people who do the work, asking questions, exploring the what
and why of current performance, is leading learning and if the leader is
learning, so does everybody else. Get the tools, skills and tactics for managing by
walking around. Be confident about how to prepare, where to go and what to find out about.
The Vanguard Guide To Creating And Using Capability Charts
What is a control chart? How do control charts help
managers make better decisions? How do you make a control chart? What measures do you
need? Learn from practical examples how control charts improve decision-making. Create
your own charts and discover for yourself just how much you can improve your thinking and
action. Move from rear-view-mirror management to managing on the basis of
The Vanguard Guide to Finding Out What
Matters to Customers
To drive change and improve performance it is
critical to know what matters to your customers. This manual has been developed to support
Vanguards briefing of internal teams, whose purpose is to find out what matters to
customers and translate the findings into operational activity. The fastest way to make
change is to take what matters to your customers and use it to drive the design and
management of work. Allow your customers to pull you away from the competition.