The key role of Management Consulting in e-government

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1 2012 United Nations Public Service Forum Innovation in Citizens Engagement for Effective Governance The key role of Management Consulting in e-government Ezio Lattanzio Chairman FEACO - European Federation of Management Consultancies Associations Session Innovative approaches for enhanced service delivery June 27, 2012

2 Agenda I. Issues and success factors in e-government plans II. A case of collaborative governance: community welfare III. The value of Management Consulting UN June 27,

3 Experiential background Founder of LATTANZIO e Associati Over 1,000 public administration reform projects Operating for the last 10 years in over 30 different countries President of Confindustria Assoconsult 500 of the most eminent companies operating in management consulting in Italy Over 65% of the total market ($3 billion) Chairman of FEACO Term UN June 27,

4 Management Consulting in the EU Market size in Europe 89 billion in % of European GDP (Source: Feaco) Public sector has reached 18.7% FEACO - European Federation of Management Consultancies Associations Representing the sector in Europe since 1960, with official recognition from the EC Represents 15 EU member states UN June 27,

5 Issues and success factors in e-government programs: background A shared premise e-gov projects impact processes of change management and organizational-managerial aspects Problems of e-gov projects : excessively IT approaches those in charge of processes targeted for innovation are often excluded from the planning phase insufficient attention paid to the back office and interinstitutional interoperability an emphasis on the idea of re-using but often without defining the strategy and approach a risk of similar projects, not optimized for the specific situation UN June 27,

6 I. Issues and success factors in e-government programs Managing the process in e-gov projects Coordinated management of all the factors: organizational-managerial model processes of service delivery (single/multi-agency) technologies change management plan Project management logics and tools: clearly defining objectives and the control system outlining alternatives and assessing feasibility project structure and relations with permanent structures Linking the e-gov project with the overall change plan UN June 27,

7 I. Issues and success factors in e-government programs The 4 key factors Strategic planning clearly defining political orientation in response to needs and opportunities Macro-feasibility (technological-managerial, economic-financial, cultural, ), action plan, planning the use of tools such as: planning the use of resources (human, technological, ) programming procurement training plan communications plan Management for objectives and results, management control UN June 27,

8 I. Issues and success factors in e-government programs Inter-institutional cooperation An e-gov project usually involves multiple agencies, which must make compatible choices, seeking to respect their needs and take advantage of synergies This requires: the ability to plan in cooperation with external actors problems of synchronization and consistency among programs joint management of inter-institutional constraints incorporating resources/experiences that are outside the e-gov project into the system UN June 27,

9 I. Issues and success factors in e-government program Problems that have emerged The sustainability of e-gov projects, and thus of national e-government programs, lies in the strength of the various systems of governance: internal inter-istitutional structured systems aimed at innovation The system risks instability from cultural and organizational standpoints UN June 27,

10 A case of collaborative governance: community welfare An approach supported by the European Union: Shared Social Responsibility - SSR Focus on a specific territory (50, ,000 inhabitants) Welfare services: health care (in addition to public health services); care services to the disabled and elderly; nurseries; support for education; etc UN June 27,

11 II. A case of collaborative governance: community welfare Different stakeholders involved Private enterprises (large and small) operating in the territory Social enterprises Non-profit organizations Community networks Cooperative credit banks Municipalities (a large one or several small ones in a consortium) Individual families UN June 27,

12 II. A case of collaborative governance: community welfare Key success factors A shared process of deliberation (not bargaining) Availability of reliable, independent data Direct involvement of the service beneficiary and his/her family Costs shared by stakeholders on the basis of ability UN June 27,

13 II. A case of collaborative governance: community welfare Possible role of MC Providing specific competencies and experience in facilitating the deliberation process in an SSR environment Ensuring access to independent databases in order to make reliable and pertinent information available through ICT UN June 27,

14 The value of Management Consulting: key topics A sustained and diffused presence in all sectors of society and the economy, including: finance the real economy public administrations civil society Historical context of producing the most innovative management models in the history of management Hotbed of successful leaders and managers UN June 27,

15 III. The value of Management Consulting MC: the reasons why MC can play a key role in e-government: changing management processes generating innovation improving delivery Main tangible benefits: specialized knowledge for making better decisions more effective and efficient execution more competent public officers UN June 27,

16 III. The value of Management Consulting In practice Making available know-how and tools developed on the basis of original research and field-based experience Disseminating best practices: transferring analogous solutions from other sectors Concretizing policies and strategies of innovation UN June 27,

17 III. The value of Management Consulting and more Mirroring (maieutic aid to help clients themselves generate solutions) Facilitating change processes as an entity independent in terms of career/power relations/role An alternative point of view: no man is a prophet in his own country Costs less (than an employee continually trained and updated on the subject) and knows more about it UN June 27,

18 Conclusions I. What is needed are system-level actions in support of innovation II. Community welfare is an example of new practice in citizen engagement III. Management Consulting plays a very key role in fostering innovation and change UN June 27,

19 % MC value on GDP MC is a growth factor GDP growth rate high UK Austria Germany Denmark Finland France low Greece Spain Italy Poland low The countries experiencing the most growth are those with the highest demand for MC UN June 27, high

20 The key role of Management Consulting in e-government Ezio Lattanzio Chairman FEACO

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