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Typical Improvement Realized by our Support

200%+ swing in Employee & Customer Engagement: Attraction, Retention, NPS Satisfaction

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Result:  Average YoY improvement of 200% with scores in 40 to 60 range

  • The Impact: greatly reduced Transactional abandons, improving customer experience, long-term retention and CLV.   Insights leveraged for cross and up sells for ongoing CX/UX journey map prioritizations.   Ideation was usually integrated as part of prioritization due to more actionable insights from well timed, contextual NPS administration.  New customer acquisition sparked through bold direct referral requests.
  • The Measure:  # of Promoters - # of Detractors (excluding Neutral responses).   Average improvement after 12 to 18 months was from a basis of 0 to 40, or basis of 20 to 60 (40 pt swing).
  • How we achieved and measured:
    • Measured NPS in a Transactional context at crucial moments (for ex, when vetting a new self-service workflow, capturing the Product context, User experience data, and qualitative suggestions/comments).
    • Built relationships from current vs next solution experiences, ensuring tripwire telemetry was included in Epic/Feature plans ongoing.
    • Instead of asking "would you [eventually] recommend", most often David asks for THE prospects info as a true show of satisfaction and trust.
    • Just one example:   Farmers Ins. mainframe retirement required ongoing re investment justification through incremental reductions in the Call Center staffing and cost structure.

New Product Launch Effectiveness: Fit for Purpose Business Cases and Features

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Result:  Average reduction of 300% in # of ProdDev Cycles required

  • The Impact: reduced the number of Build-Validate cycles (PDev teams; Right diamond) required by ensuring next best Hypotheses formulation occured (research teams; Left diamond), focusing experiments, prototyping, and defering decisions to the last responsible moment. (assume variability in Understanding; preserve solution options / minimal architecture and org Debt)
  • The Measure:  # of cycles required to move from a new Product/Feature Idea [adoption or acquisition] into Stable release status achieving predicted outcomes expressed in the Lean business case
  • How we achieved:
    • Ensured Customer / Stakeholder alignment on Initial MVP with minimal Pivots via Test-First (BDD)
    • Customers included sincerely, as part of Strategic planning, CX Journey mapping, and UX design (aka "4 levels of done")
    • Ideation Backlogs fully integrated into in-take practices (1 version of truth, outside-in)
    • DFC's proprietary approach to Agile Governance, using interlaced prioritization and Decision-Gates as part of two-layer Backlog, overlapping vetting of value Intent.
    • Left-Diamond cadenced overlap and right-diamond feedback loop closure retrospective learning and ongoing Adatpation of strategic priorities

Flow Efficiency: Speed to Market improvement 300%+ multi-factor

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Result:  Avg of 5-factor reduction in LeadTime for Large Scale orgs & 3-factor reduc. for Mid-sized orgs.

  • The Impact: reduced the MTTR Cycle Times on average from 2 or 3 Fiscal Qtrs down to 4 or 8 weeks, for the cohesive SETs of features (Min Lovable Release MLR)  
  • The Measure: Mean Time To Release Cycle Time Kanban tracking:  from hypothesis formulation/approval to production release & monitoring
  • How we achieved:
    • Taught advanced tactics for Epic writing using my LPM Piloting approach, which ensured MLR determination in a matter of a week or three, rather than typical months involved
    • Ensured Customer / Stakeholder alignment on Initial MLR with minimal timely, meaingful System Demos
    • Intentional coaching plans to mature the Test-First shared mindset and automated infrastructure,
    • Objective leading indicators measurement using DoR and DoD maturations towards MLR defect containment (resolution) and PI containment to <1 Fiscal Qtr
    • Reduced and removed associated Rework cycles due to misalignment
  • How we measured:
    • Tagging in ALM tool (i.e. Jira or ADO) and Dashboard reporting to track the set of MLR features
    • Retrospecting improvement action items to systemically optimize the Flow of Feature in-take (derivation from clear Epic guardrails of Outcomes sought)
    • Coaching of Product Managers and Stakeholders to focus first on Experiential outcomes matched to CX Journey maps per maturing Persona, to expedite GTM shared ownership, preemptive coordination, reducing lag time from incremental Dark Releases

400%+ Multi-factor Productivity Gains (Effective, Bi-directionally Inclusive Strategy Formulation)

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Result:  400% 4-factor improvements on average, with some cases upwards of 10-factor

  • The Impact: clear line of sight and systemic optimized Throughput of the organization Supply-rate (focused talent capacity, optimized velocity, last-responsible-moment decision-making).  This removes the majority of subjectivity in Strategic planning, restoring relationships and the ability to trust the Intuition between decision makers and layers of the org.   This brings compounding Speed to Market due to empowering Focus-and-Finish, optimizing WIP constraints, and the ability to Adapt priorities objectively using the same planning conventions.   
  • The Measure: Efficiency is a 100% scale riding on the wild assumption of clear, compelling, properly sequenced Strategic [effectiveness] planning.  Average efficiency gains might be 20-50%, but multi factor gains rely on starting initiatives in the right interlaced sequence against resources with context-switching dependencies.   Measuring Lead Time and Cycle Times from both in-take and construction/GTM kanbans across a clear Value-Stream-Vertical, reveals greatly reduced context switching penalties.   Velocity improves multi-factor first.   More interesting are the economic outcomes and learnings from the Lean Business Cases becoming more clear and traceable.
  • How we achieved:
    • DFC's proprietary Portfolio Piloting coaching approach, builds understanding and advocacy within the decision authority structure (pre Agile), far quicker than "big bang" breadth first adoption approaches typically encouraged by the Framework authors.
    • Learning is compounded, making employees available to peers as mentors who may be further ahead on the Agile journey.
    • Centers of Practice and DFC's unique approach to Centers of Excellence structure, planning, and coaching, yields the multi-factor productivity improvements in substantially less time (commonly 18 mths or less, instead of 3 FYs + with the risk of anit-patterns, shut-downs and restarts of Transformation programs)
  • How we measured:
    • Fit-for-Purpose qualitative and quantitative measures to assess the clarity and competency of those writing the Strategy, the Lean Experiments, and corresponding releasable Features.
    • Retrospecting improvement action items and subjecting to Agile scaling rigor
    • Coaching of Product Managers and Stakeholders to "contain quality" as part OF the Customer Expectation Mgmt discipline (aka "start only what we intend to Finish and Finish what we start ever more quickly)

Responsiveness to Unpredictable Market Forces: Adaptive Planning within 2-3 Sprints

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Result:

  • The Impact: reduced the MTTR Cycle Times on average from 2 or 2 Fiscal Qtrs down to 4 or 8 weeks, for the cohesive set of features (MinLovableRelease) response to competition.  In SaaS industries, often 20+ market share reclaim the very next month (ex Paycor, FiServ, SFG, and USAA CC div.)
  • The Measure: Mean Time To Response Cycle Time Kb tracking:  from competitive response formulation/approval to production release & monitoring, including metrics for the paused/restarted initiatives and their Cost of Delay impacts as part of total Product Line ROI, NPV and Investment Options decision tree analysis
  • How we achieved:
    • Advanced at-scale Estimation coaching, including internal team Calibrations at all levels, and intra-team Correlations to hone a trustworthy Strategic Forecasting engine.
    • Investment Options Portfolio valuations coaching
    • Fully integrated AOP changes and CFO buy-in to participatory budgeting and priority substitutions analysis
    • Taught advanced tactics for Epic writing using my LPM Piloting approach, which ensured MLR determination in a matter of a week or three, rather than typical months involved
    • Ensured Customer / Stakeholder alignment on Initial MLR with minimal timely, meaingful System Demos
    • Intentional coaching plans to mature the Test-First shared mindset and automated infrastructure,
    • Objective leading indicators measurement using DoR and DoD maturations towards MLR defect containment (resolution) and PI containment to <1 Fiscal Qtr
    • Reduced and removed associated Rework cycles due to misalignment
    • Reinforced DFC Decision Gates approach and one-front-door to aid in the Objective and graceful pause/shutdown of in-flight initiatives that block competitive response time
  • How we measured:
    • Retrospecting improvement action items to systemically optimize the Flow of Feature in-take (derivation from clear Epic guardrails of Outcomes sought)

Defects Contained to Origin Release: Shift-Left Test Automation Alignment

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Result:  Defect-Escape rates reduced 90% within first 2 Fiscal Qtrs

  • The Impact: reduced the escape rate of defects largely due to sub optimized flow of strategy and misalignment across disciplines.   
  • The Measure:  Count of Defects by triage level that are discovered AFTER the Iteration which introduced the change (tracked by Iteration proximity and planned reductions)
  • How we achieved:
    • Ensured Customer / Stakeholder alignment on Initial MLR with minimal timely, meaingful System Demos
    • Intentional coaching plans to mature the Test-First shared mindset and automated infrastructure,
    • Objective leading indicators measurement using DoR and DoD maturations towards MLR defect containment (resolution) and PI containment to <1 Fiscal Qtr
  • How we measured:
    • Tagging in ALM tool (i.e. Jira or ADO) and Dashboard reporting
    • Retrospecting improvement action items and subjecting to Agile scaling rigor
    • Coaching of Product Managers and Stakeholders to "contain quality" as part OF the Customer Expectation Mgmt discipline (aka "start only what we intend to Finish and Finish what we start ever more quickly)