Transforming Government Operations

Transcription

1 Transforming Government Operations Robin Gates Wisconsin Digital Government Summit 2011 November 30, 2011

2 Many people regard execution as detail work that s beneath the dignity of a business leader. That s wrong. To the contrary, it s a leader s most important job. -- Larry Bossidy, CEO Honeywell 2

3 Overview The problem and its causes The skills and systems government managers need to be successful How to begin transforming government management capabilities 3

4 The Problem: Underperforming Increasing costs. Falling short of public expectations. High profile problems. Problems beyond agencies ability to manage. The impact of not meeting performance expectations is enormous: wasted taxpayer resources; eroding public confidence; economic stagnation; reactive political responses. 4

5 A Root Cause Management Execution is management s job. Poor execution, not poor strategy, is the primary cause for not achieving objectives. It s management s job to overcome obstacles and resources constraints. 5

6 The Nature of the Firm (1937) Pioneered the theoretical work on the role of transaction costs in explaining why organizations exist and how they add value. Ronald Coase

7 Management Has Become More Complex Outsourcing and service delivery by network Competition Innovation Project vs. functional work Higher public expectations Dramatically reduced transaction costs have changed how management adds value: command and control service integrator. 7

8 Underinvesting in Management Preparing government managers. Education Recruitment Development Developing robust management processes planning, goal setting, measurement, performance management, project management. Creating of a culture of accountability for results. 8

9 Essential Management Competencies 1. Strategy development and deployment 2. Goal setting 3. Performance measurement 4. Accountability and governance 5. Managing complex business relationships 9

10 More Essential Management Competencies 6. Business acumen 7. Collaboration skills 8. Applying information technology 9. Managing innovation 10.Managing processes 10

11 Essential Management Systems and Processes Strategic and operational planning processes Goal setting processes Performance measurement systems scorecards & dashboards Governance and accountability procedures Performance management Talent management Talented managers won t be successful without core management systems and processes. 11

12 Implications for IT Organizations IT organizations cannot be successful without broader management transformation. IT organizations have the potential to be leaders in transforming management. IT is becoming more of a strategic partner than a back office function for government services. IT organizations are well positioned to provide leadership in government management transformation. 12

13 Transformation Action Plan Upgrade Management Skills Establish management competencies Assess management capabilities Create development plans Use developmental job assignments Provide relevant, focused, practical training Provide mentoring and coaching Recruit top management and leadership talent 13

14 Transformation Action Plan Upgrade Management Systems Assess management system maturity Self assessment Outside review Address core systems Planning and goal setting Measurement Governance and accountability Prioritize areas for improvement 14

15 Areas for IT Organization Cooperation Human resources Management assessment Core competencies Talent management Performance management Planning processes Measurement and analysis Process improvement 15

16 Conclusion Improving management capability is important. Change will take time and persistence Get started Assess the current state Set priorities for improving this year Develop an action plan Get it done Repeat 16