Driver diagram explanation

Driver diagram explanation

Overview

A driver diagram is an immensely powerful tool that helps you to translate a high level improvement goal into a logical set of underpinning goals and projects. It captures an entire change programme in a single diagram and also provides a measurement framework for monitoring progress. It is your ‘theory’ about how the system you are working in and wanting to improve actually works.

The layout of a driver diagram is most easily explained via a simple example.

Imagine your personal goal was to reduce the amount you spend on petrol (i.e. ‘decrease fuel costs’). The diagram below shows a part of a typical driver diagram constructed around this goal.

The diagram explained

The goal

Notice how the driver diagram starts with a clearly defined and measurable goal (box 1). Often these come with a defined numeric target but it is not necessary to have one for the diagram to work.

Primary drivers

The overall goal is linked here to three factors that are believed to have a direct impact on it. We assume that fuel costs will go down if you find cheaper fuel (box 2), reduce the number of miles you drive (box 3) or increase your fuel efficiency (box 4).

This first set of underpinning goals are referred to as primary drivers because they ‘drive’ the achievement of your main goal.

These drivers may act independently or in concert to achieve the overall goal.

Lower level drivers

The process of breaking down a goal can continue to lower levels to create secondary or tertiary drivers. Here it is done for one of the primary drivers – increase mpg (boxes 5 to 9).

Actions or interventions

The ultimate aim of a driver diagram is to define the range of actions or interventions that you may want to undertake. These can appear anywhere in the hierarchy of the driver diagram but are usually shown on the right hand side.

Driver diagrams therefore help to break down an overall improvement goal into underpinning goals (i.e. ‘drivers’) to the point where you can easily define the actions that you need to make.

How to create a driver diagram

1.Start with a clearly defined goal

2.Brainstorm potential drivers - the areas where change will impact on your aim. Concentrate on generating ideas for drivers at this stage, don’t try to allocate into primary or secondary straight away.

3.Once you’ve completed the brainstorm then cluster the ideas to create an agreed set of ‘drivers’ - make sure you use language like “improve” or “decrease” and that each driver is clearly defined (and potentially measurable)

4.Now you can identify the links between the drivers – creating primary, secondary and tertiary drivers – and set these out in the diagram format.

5.Add actions or interventions for each driver.

6.Finally, decide which drivers and interventions that you want to measure and add those to the diagram.

Tips and tricks

Driver diagrams are a ‘live’ tool. They will change over time as you make changes to your system.

If you can make your drivers measurable you have created a measurement framework for determining progress towards your overall goal

Creating a driver diagram with a team ensures that everyone understands your goal and how they can contribute towards achieving it

Driver diagrams will vary from place to place - there is no definitive ‘right’ answer as your local situation may be very different from other parts of the country

NHS Institute for Innovation & Improvement, May 2012

What do people think of driver diagrams?

“It took us a few times to get it refined, we changed it six times; it was an intuitive process. But it really is the backbone of our strategy. We’re now hanging project measures on to it.”

“Driver diagrams are something that can be applied to any environment, any situation… It gets you into a structure of thinking where even with a very complex and complicated programme, you can put that into context to another person.”

“It enables us to move from a concept or an idea into starting to execute a programme and delivery very quickly. That has been a major difference to the way we work...”