About theVanguard Method
About the Vanguard Method.
The Vanguard Method, created by Leading Management Thinker and Occupational Psychologist, Professor John Seddon is now being recognised as the principal method for improvement in service organisations. Producing fast, effective, tangible and sustainable results.
Applied in the UK, Australia, New Zealand, Canada, Germany, Sweden and South Africa, the Vanguard Method has produced remarkable improvements in a wide range of service organisations, from telecommunications, utilities and financial services organisations to health & care, council services, emergency services and public housing providers.
The Vanguard Method in the private sector leads to redesigning customer shaped services, enabling better ways for attracting, acquiring, growing and retaining customers today and tomorrow. Private sector clients have achieved improvements in customer satisfaction, it’s been better for the people that serve customers and the shareholders have seen the benefits of improved profits.
The Vanguard Method in people centred services is the biggest opportunity to significantly reduce costs and, more importantly, to improve people’s lives. We understand how to design public services that actually work. As a result costs fall dramatically. But that’s not all. The wider consequence of providing services that work is that demand falls. Not only do you wipe out the strangling effect of high failure demand, you learn that fewer people experience problems. Happier people, better families, strengthened communities. Isn’t that what public services ought to be about?
A short bit of history.
The Vanguard Method originated in the 1980s and has been evolving ever since.
During the 1980s we were engaged in evaluating the failure of large scale programmes of change. Millions and millions of dollars were being spent on these programmes, with little result. The problem, we learned, was that the theory implicit in these programmes was diametrically opposed to the theory of the organisation, so what do you suppose won?
Change programmes were based upon changing the individual people who worked in an organisation. We knew, if you focussed your efforts on the organisation you’ll have far greater impact. It quickly became evident that an alternative method for redesigning organisations was required.
The original Vanguard pioneers set out to create a better method for helping service organisations achieve substantial, rapid and innovative change. They developed the Vanguard Method; a combination of ‘systems theory’ – the design and management of work, and ‘intervention theory’ – how to change it.
Maximising the ability to handle variety is central to improving service and reducing costs. The Vanguard method employs the ingenuity of workers in managing and improving the system. It is intelligent use of intelligent people; it is adaptability designed in, enabling the organisation to respond effectively to customer demands.
Vanguard have worked with a variety of clients in the private, public and third sectors, resulting in dramatic improvements in customer satisfaction, efficiency, revenue and morale. They achieve profound change in months, not years. We pride ourselves on the evidence. A variety of books, articles, academic papers and news items have been written about the successes of the Vanguard Method. To put it simply, it’s a change method that works.
While this method isn’t industry standard yet, I truly believe that more and more organisations will go that way. I don’t think there is anything out there that is comparable and can solve the problems that all organisations have nowadaysKatharina Haase, Chief Operating Officer, Barclaycard
There were lots of examples where we created rules to do, for the right reasons, that had entirely the wrong outcomes and cost us money. Through applying the Vanguard Method we saved millions of pounds on indemnity spend.Richard Hiscocks, Director, Casualty Claims, Aviva UK
This new way of thinking has created a service which is as different for my patients as night is from day. They are delighted and so am IDr Rosie Benneyworth, GP and Lead for Urgent Care and Cancer Commissioning, Somerset CCG
Understanding more about your customers' journey raises great questions and creates dialogue based wholly on how to best serve them along with the opportunity to explore what is needed to support this. It’s a really eye opener and helps you to understand how your customers interact with you and the reasons why they doMarianne Aitken, Quality Systems Manager, Marlborough District Council
This is beyond integration. We now understand before we access, build relationships rather than transact, take responsibility instead of referring on, and take time to understand what someone needs to live a good life instead of prescribing standard packages of activityJulie Boothroyd, Head of Adult Services, Monmouthshire County Council
The Vanguard concept is appropriate for all levels of any organisation, the methodology is easy to relate to and apply. The concept behind examining a process from end to end is important, and working with Vanguard provides the ability to gain a full understanding of this concept and why it makes such an impact. Coupled with the idea behind applying measures to support and justify the steps of the process, I find the Vanguard concept very logical Tracy Corbett – Massey University – Project Management Office
We are transforming our social care system thanks to the Vanguard Method. We are working with families to understand what really matters to them. As a result, we have halved the number of children needing to go into careErik Gemitsen, Chief Executive of the Bureau for Youth Care, Greater Amsterdam area
The results are profound. Citizens previously labelled as lost are starting to live good lives, demand on services is going down and the size of opportunity to reduce costs is staggeringJohn van de Laarschot, Chief Executive, Stoke-on-Trent City Council
The effect on performance is that the patient receives help for their actual problem, decline in the patient's condition is avoided and the system saves on expensive supportDeputy Director of Strategic Development, NHS
Despite the austerity measures, leaders in local government have a staggering opportunity to release capacity and improve people's livesChief Executive, Bromsgrove and Redditch Councils
Vanguard caused us to stop and think, helped us challenge assumptions and bring about a profound change to service delivery, building solutions around customers and opened our eyes to the potential transformational work across authorities and other sectorsChief Executive, Exeter City Council
Signing up for the Masterclass programme was a real game changer for my senior management team. We were practically taught a new way of seeing our organisation and the latent potential that exists when you change your focus to 'outside in' and look to design services that allow customers to pull value from us. This set the purpose and measures for the relationship with them moving forwardRikirangi Gage, CEO, Te Runanga o Te Whanau
Working with the Vanguard Method, we were able to develop clarity around what our purpose is, from New Zealand’s point of view. This perspective enabled us to identify how we could best help our researchers to develop research that is relevant and valued by end users and public funders. Once we were clear on our purpose and what matters to these key groups, we were able to develop measures to monitor our effectiveness. This work enabled us to increase value services and reduce those that were not contributing to what people valuedDr Jo Innes Cluster Leader, Research Development Research & Enterprise, Massey University