In this podcast, from September 2020, John Seddon uses home repairs as an example of understanding service organisations as systems.
John describes how leaders can get knowledge for themselves about the problems they need to solve, and redesign their organisations against demand to only do the value work for customers.
You cannot learn without theory. Theory enables us to ask questions, to test ideas, to establish whether they are workable and also whether they are not.
Having a theory implies taking measures; measures which will confirm or refute a theory or ‘hunch’. People cannot learn without measures.
In Why better measures lead to better lives, Vanguard’s Jo Gibson’s describes good and bad measures in people-centred systems, such as health and social care services.
When you change to an outside-in, customer, and system perspective, it is highly likely that you will need to build better measures.
This guide outlines with the basics to understand variation and use data to construct a capability chart.
Hear John Seddon’s podcast from August 2020. For a more detailed discussion on the problems with regulation read The Whitehall Effect.
We refer to the predominantly public sector / third sector services that (are meant to) support people in times of need as ‘People Centred Systems’. Examples include: health, social care, housing, benefits, advice services.
Written from experiences of applying the Vanguard Method in these systems, Vanguard’s Simon Pickthall outlines how to study People Centred Systems.
In this webinar, from autumn 2019, Vanguard’s Toby Rubbra outlines some of the consequences of how we interpret demand, therefore revealing our current perspective and assumptions.
