Structured Feedback makes a positive agile impact

Structured Feedback

The concept and practices of “structured feedback” were created as a problem solving tool for addressing a critical issue emerging in Lean and Agile transformations – poor alignment between Top-down planning/strategy and Bottom-up delivery/execution. It has been used to help tame the chaos monster in Business Agility.

“Structured feedback” is an adaptation of a double-loop learning model where the first loop (e-loop) is at the execution team level and the second loop (s-loop) incorporates and adapts the strategic plan. The two loops are required because the execution details are typically at a different granularity level and serve a different intent than the strategic directives in the strategic plan; additionally, the rhythm for execution and strategic feedback often occur on different cadences. The first loop (e-loop) is the core feedback engine at the detail level of execution. The second loop (s-loop) provides the transformation and adaptation of recurring feedback cycles between strategy and execution. The two cadences can be established independently, yet the e-loop cadence is typically a faster cycle than the s-loop.

It sometimes helps to envision the double-loop as two interacting loops with different orientations, the e-loop as a horizontal loop and the s-loop as a vertical loop. Together, the two loops provide the following:

feed-forward from strategy into execution (s-loop forward),
feed-forward and feed-backward within execution (e-loop cycle),
feed-backward from execution back into strategy (s-loop backward), and then
loop to feed-forward from updated strategy into execution (s-loop forward).

Here are some specific dynamics that exemplify the use of “structured feedback” as a double-loop model in a collection of Business Transformation initiatives:

Strategy feed-forward into execution (s-loop forward): the project benefited from creating and using a Solution Strategy Artifact (SSA). The SSA helped “prune the scope tree” based upon clarified alignment for the specified value and metrics.
Execution feed-forward and feed-backward (e-loop cycle): the ability to depict how the client would actually use each value increment and how it solves our Clients’ business issues is a two-way street that includes not only the product but also the sales messaging and demos.
Strategy feed-backward from execution (s-loop backward): recurring collaboration huddles identified potential waste in redundant or conflicting strategy requests that emerged during execution and often prior to creation of the next e-loop cycle; this new information was used as feedback to revise the overall strategy so that alignment could be sustained. Through this feed-backward component of the s-loop, there were corresponding additions and subtractions in the strategic plan. As an interesting example, in one case the information was used to reduce waste by NOT creating a certain type of training content.
Loop to feed-forward updated strategy into execution (s-loop forward): recurring alignment opportunities allowed both the strategy and the execution teams to gain a greater understanding along the way. The loop for bringing updated strategy back into execution allowed for clarification and blending of strategic objectives. Additionally, progress is incrementally realized and reflected in both the execution and strategic loop; the result is sustained alignment

Where this has been applied

The constructs and tools of “structure feedback” have been applied and refined at ADP*, including Global Strategy, National Accounts Business Unit, and Innovation Labs.

Global Strategy was the hub from which the Strategy and Execution alignment was driven
National Accounts Business Unit was the first mini-case study (pilot) for integrating voice of business and voice of client into strategy and execution; it was the cross-organizational structure, including P&L responsibilities, that drove the execution across 22 organizational disciplines (e.g., Product Management, Product Development, Implementation, Service, Marketing, Sales, Finance, Legal, Program Management, Technical Operations, Training, and Senior Leadership)
Innovation Labs is the second mini-case study; it is leveraging “structured feedback” to drive alignment and iterative execution for the commercialization of high-potential innovation proof-of-concept initiatives.

* this work reflects the views of the author and is not intended to represent the views of ADP.

Impact as shown through specific Metrics

Before and after measures were tracked for each of six key metrics:

Client Retention was increased, including an extremely notable example that provided the following quote (and video testimonial):

There is a positive change in ADP relative to actually wanting clients as partners. We’ve seen the change and we’re hearing it from other clients too. This is exciting. I can’t wait to see what comes next. [ADP Client]

Revenue: increased even though the pilot was applied to a high-risk client; revenue doubled with the highest risk pilot client

Client Satisfaction: measurably increased as specifically measured by a 48% reduction in NPS detractors

Product Deployment Timeline: expedited by 18%

Unplanned Outages: reduced by 98%

Reduced organizational “seams”; feedback produced the following exemplary quotes:

This is the first time for us that we’ve had 20+ matrixed organizations collaborating at the same time. It is making a big difference to have a specific guiding objective and value to be measured (e.g., self-service) as we work through the various product, service, maintenance, and client experience options across the Systems Of Record and the Payroll engine experience for the Clients. [Salamander team]

After a slow start, the team has established a natural cadence of work; progress is now realized weekly and the initial spotty participation has improved. [Integration pilot team]

“Knowledge sharing” gaps are actively being closed through “show & tell” series being crafted (includes full system flow as well as configuration, error handling, and operational impacts). [Integration pilot team]

The Solution Life Cycle brings everything together for clarification and blending. We hear so much, that it is very helpful to have alignment opportunities and to gain a greater understanding along the way. [Service Center lead]

We are engaged for our ongoing input, because some decisions cannot be reflected in a RACI or Project Plan. [Billing lead]

The ability to depict how the client would actually use and how it solves our Clients’ business issues is a two-way street that includes not only the product but also the sales messaging and demos. [Sales Business Consultant]

Innovation is a journey, with the Client at the center. Now we’re executing to that vision. [Sales Executive]

This is VERY relevant for everyone to hear. [Sales DVP]

Background reference for more details specifically on Double-Loop Learning:

Argyris, C. (2002). Double-Loop Learning, Teaching, and Research. Academy of Management Learning & Education. Volume 1. Number 2. pp 206-218.

Structured Feedback makes a positive agile impact