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The Fast-Track Change Process™ is a fast-paced, “whole-system”
organizational change method used for tackling “hard” business issues
of two broad types:
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Redesigning strategically important,
cross-functional business processes.
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Solving strategically important business
issues (requiring changes in
structures and systems, as well as business processes).
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The Fast-Track Change Process™ is a more sophisticated version of a
methodology called the Work-Out Process, originally developed at
General Electric in the late 1980s. Compared to other methodologies for
addressing the same kinds of issues (such as TQM and process
reengineering), Fast-Track is faster, more focused, and highly
participative, producing strong commitment to change among employees at
all levels.
What Results does it Produce?
Most
importantly, the Fast-Track methodology has consistently produced very
strong, measurable business results (including reduced cycle-time,
increased efficiency, higher quality, revenue growth, and increased
customer and employee satisfaction). It has produced these results not
only at Fortune 500 companies (IBM, PepsiCo, Disney, Ameritech,
Transamerica, and Pacific Gas & Electric), but also at smaller and
mid-sized companies.
Art of the Future and our colleagues have
facilitated a number of
highly successful Fast-Track projects at several Fortune 500 companies
and at a leading New England health plan. These projects have included
two broad applications of the Fast-Track change methodology: Process
redesign and business issue solutions.
The Following Are Some Examples Of Our Work In Each Area:
Process Redesign
Here are three examples of Fast-Track process
redesign projects we've carried out with a leading New England health
plan:
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The NCQA (the federal body responsible
for evaluating HMO quality) had
awarded Harvard Pilgrim the highest possible rating, conditional upon a
rapid and dramatic improvement in its customer complaints process.
Needing to move quickly, the company used a Fast-Track project to
revamp its complaints process, develop a new system, and, in record
time, install both across multiple regions. As a result they not only
retained their top-level accreditation, but also greatly increased the
quality and continuous-improvement capability of their complaints
process. More on this client story.
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Five cross-functional teams worked
together for three-and-one-half days
to take the company's product development cycle-time of almost one year
down to 18 weeks. This change is resulting in increased revenues,
reduced costs, and higher customer and staff satisfaction. The
company's CFO, who was a decision-maker present at the end of the
redesign event, said the teams' work had “saved the company millions of
dollars.” More on this client story.
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The Claims Services Department used the
Fast-Track methodology to
significantly reduce the time required to sort and prepare incoming
claims mail for processing. The redesign integrated four different
“pre-merger” processes into one, without layoffs. More on this client
story.
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Business Issue Solutions
With
the strong support of its CEO, a Fortune 100 manufacturer has made a
deep commitment to the Work-Out based approach we call the The
Fast-Track Change Process™. Using this approach, they they have
completed over 150 change projects. The results in inventory reduction,
cost savings, and revenue growth have been phenomenal. Some examples:
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Four projects resulted in incremental
revenue growth of $30 million,
$125 million, and $157 million, and $171 million, respectively. Five
other projects resulted in an average annual cost savings of $60
million each.
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This global company has gained many
additional benefits from the Fast-Track change methodology, including:
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Significant reductions in
cycle-time.
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Much improved relationships with
customers and business partners.
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Much stronger cross-functional
alignment within the company.
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How does it Work?
One
of the features of Fast-Track that accounts for its rapid pace and
strong track record is the fact that each project has clear, strong
executive sponsorship. Project Sponsors have three key roles:
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Clarifying all major project parameters
up-front.
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Making yes-or-no decisions about the
redesign team's recommendations at
the end of the 3.5 - 4 day redesign event that constitutes the
center-piece of the methodology.
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Providing strong leadership during the
90-day implementation phase.
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The Fast-Track Change Process is
structured into three phases:
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1. The Planning Phase (~6
weeks)
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Executive Sponsors participate in a
few meetings to clarify a focal
issue of high strategic import, and, with the help of the Lead
Consultants, “scope” the project in writing. They make very clear to
everyone who will be working on the project what the objectives are,
what the “givens” are and what is “off-limits.” The Sponsors also
select a Planning Team that has the job of designing an intensive 3.5 -
4 day event, frequently focused on process redesign. The Planning Team,
with the help of the Lead Consultants, fine-tunes the project scope,
decides how many redesign teams will be needed (usually 3-5), recruits
the team members, and puts together the background information people
will need to read before the come to the event.
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2. The Business Meeting
(~3.5 - 5 Days)
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At the center of the Fast-Track is
a 3.5 - 4 day event called the
Business Meeting, usually attended by 35-50 people who know the process
and have a strong stake in its improvement. After a general orientation
where they receive a charge from project Sponsors, participants break
into teams and work very intensively with specially-trained Team
Consultants. The Business Meeting includes a number of mechanisms that
ensure integration and alignment among all participating teams. The
teams prepare a coordinated set of recommendations to present to
Sponsors on the last half-day of the Business Meeting. At that time,
the Sponsors make yes-or-no decisions about these recommendations. The
Business Meeting ends with clear decisions for implementation,
commitment of the necessary resources, and great deal of enthusiasm
among people at all levels.
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3. The Implementation Phase
(~90 Days)
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Fast-Track also includes a
rapid-paced, well-monitored Implementation
Phase. Each redesign team in the Business Meeting has a Team Champion.
Immediately after this meeting, these Champions come together with the
Project Champion to form the Implementation Team. This team translates
all the approved action items into a project plan. During this phase,
with on-going leadership and support from the project Sponsors, the
people who participated in the Business Meeting make sure all approved
recommendations are implemented within the targeted time-frame. Status
review meetings are held at 30, 60, and 90 days, attended by project
Sponsors and the Implementation Team. The final meeting is a
celebratory event, where all who participated are recognized for the
part they played in the success of the project.
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Participant Evaluations
“As
a former facilitator in our quality management area, the speed with
which a process can be redesigned and approved in this process is
remarkable. Our competitive marketplace demands that we as an
organization be able to respond much faster than we have in the past.
This approach will help us do that.”
“This is by far the most gratifying and
results-oriented process I've been involved in over the past 12 years.”
“Nothing I have experienced before can compare to
this!”
“Fast-Track promotes team-building, increases employee morale, instills
a sense of confidence and pride in the company and yields real
improvements.”
“It's
a quick, effective way to solve problems that have existed for years.
All the players are here, including those who work in the trenches and
know the issues and those who have the power to remove roadblocks for
them.”
"Wow!"
"The right people were
involved with the planning and redesign, and the decision-makers were
immediately available to provide commitment for follow-through and
implementation. This allowed objectives to be accomplished in an
expedited fashion, especially in areas that need immediate improvement."
“I
learned that rapid change processes are actually possible! The pre-work
to specify the scope, desired outcomes, and challenges really focused
the effort. Also, the decision-making coaching for the Sponsors. We
should use this tool frequently.”
“The
corporate commitment was evident and gave the process force. The use of
external consultants helped in building Sr. Management teamwork and
gaining their collective buy-in.”
“The speed
with which things got done was great. The Business Meeting is great for
compressing a huge amount of work into a short time-frame.”
“Other
[change efforts I've been involve in] were no way as effective. This
was swift, accurate, taken seriously, and highly prioritized. At the
Business Meeting, we got literally one year of work done in 4 days,
with immediate feedback and buy-in.”
“The
keys to success were: Clear planning up-front, action plans with
details and timelines, the yes/no decision-making model, and senior
level commitment.”
“The
time-frame was intense but productive. It usually takes years. Clear
deliverables and excellent planning resulted in a successful outcome.”
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