CAF in Action: Managing Organisational Transformation

Transcription

1 8th European CAF Users Event Leading Quality into the Future 12 April 2018, Sofia, Bulgaria CAF in Action: Managing Organisational Transformation Region of Crete Dr. Nikos Raptakis

2 Outline 1. Background and context of the organisation 2. Background of the case 3. Process/dynamics 4. Results/outcome 5. Lessons learned & key recommendations 2

3 Managing Organisational Transformation Strategy and goals Digital Innovation Operational Objectives Change Management Mission, Vision, Values Skills Development Quality of Services Process Innovation Working Environment Transparency Strategic Partnerships Citizen Participation Knowledge, Communication Motivation, Empowerment Performance Improvement Accessibility Public Awareness People s Involvement 3

4 Managing Organisational Transformation Strategy and goals Digital Innovation Operational Objectives Change Management Mission, Vision, Values Skills Development Quality of Services Process Innovation Working Environment Transparency Strategic Partnerships Citizen Participation Knowledge, Communication Motivation, Empowerment Performance Improvement Accessibility Public Awareness People s Involvement 4

5 CAF in Action: Managing Organisational Transformation ENABLERS RESULTS PEOPLE PEOPLE RESULTS LEADERSHIP STRATEGY AND PLANNING PROCESSES CITIZEN/ CUSTOMER- ORIENTED RESULTS KEY PERFORMANCE RESULTS PARTNERSHIPS AND RESOURCES SOCIAL RESPONSIBILITY RESULTS INNOVATION AND LEARNING. 5

6 1. Background & Context of the organisation Region of Crete Regional Government Matrix-Organisation Directorate of Transport (DTC) 8 Directorates on Crete administrative acts per year 4 Regional Units Department of driving license 6 Directorates-General Department of vehicle registration 38 Directorates Technical Department 900 Public Servants Secretary Department 6

7 Mission: We balance the interests of our Stakeholders Employees Ministries Citizens Regional Council DTC Customers Manageme nt Partners 7

8 2. Background of the case Critical AFIs Identifying Critical Areas for Improvement Organisation Resource Management Process Efficiency Customer Satisfaction Nothing happens in vain, but out of reason and necessity. (Leucippus 370 BC) 8

9 How do we understand Vision? Logic Vision Go as far as you can. Go further than you can. (Nikos Kazantzakis) Courage 9

10 Our Compass - Commitment to clear values Quality of Service Transparency Efficiency 10

11 Strategic Planning on four main pillars People Organisational Innovation Technological Innovation Process Innovation Digital Innovation Quality Transparency Efficiency 11

12 3. CAF in Action: Steps to Organisational Transformation 6. Review and Improvement 1. Vision People 5. Implementation ICT Process 2. Strategy Organisation 4. Action Planning 3. Motivation & Involvement 12

13 1. Challenge: Prioritizing Areas for Improvement Infrastructure Obsolete building Inadequate working conditions Problematic accessibility Organisation Long waiting corridors Chaotic counters Closed doors (not for all) People Demotivated Employees Low self-esteem Conflicts between (and with) customers 13

14 Envisioning Organisational Innovation 14

15 Designing a People-focused workplace 15

16 2. Challenge: Prioritizing Areas for Improvement Security Lack of Information Security No data retrieval possible Damage of paper records Transparency Lack of Transparency Lack of Traceability Source of corruption Costs The largest archive Increasing records Cost of storing paper Limited Capacity Low Process Efficiency 16

17 Manage continuous improvement: The DTC digitization process model Strategic Planning HR Management MANAGEMENT PROCESSES ENPE Contract Management OAED Program Management Collect Prepare Scan KEY PROCESSES Quality Control Digital Signing Storage IT Management Facility Management SUPPORT PROCESSES Purchasing Maintenance 17

18 A Leadership task: Inspire your people! If you want to build a ship, don t drum up people together to collect wood and don t assign them tasks and work, but rather teach them to long for the endless immensity of the sea. (Antoine de Saint-Exupéry) 18

19 Measurable Key Performance Results 19

20 People Results: The joy at work Not everything that can be counted counts, and not everything that counts can be counted. (Albert Einstein) 20

21 3. Challenge: From Chaos to e-chaos? Counter 8 Counter 7 Archive Registration Approval Labeling Information Fill in documents Submit files Docs OK? Searching Docs OK? Data entry Printing Record Temporary storage Docs OK? +20 more steps Sample Process: Driving Licence Renewal 6 Working stations, 32 process steps, high error rate, 4 months processing time 21

22 Manage Efficiency: Business Process Reengineering Process redesign One-stop services Standardization Process engineering Process improvement KPIs Organization Training IT Integration Master files Automation Dynamic QR 22

23 4. Challenge: e-government Business intelligence smart queuing Website e-appointment 23

24 4. Key Results in alignment with our core Values 96% customer satisfaction index 92% use of appointment service Citizens service desks Ergonomic conditions People serving people 100 % electronic customer assignment No dividing walls Clarity, glass offices Data integrity Digital signing and tracking Authentication 70% cost saving 65% process efficiency Information security Error reduction Clear roles and responsibilities High degree of capacity utilisation Quality Transparency Efficiency 24

25 5. Lessons learned & key recommendations Sustainable change is always driven by people Consider all relevant stakeholders, their needs and expectations Develop and share core values and a common vision in your team Communicate the need for change, overcome the resistance Plan the right actions and find the right pace of change Inspire, motivate, involve your people and recognize their efforts Move from separate solutions to integrated initiatives 25

26 ENABLERS RESULTS PEOPLE PEOPLE RESULTS High Intention LEADERSHIP STRATEGY AND PLANNING Sincere Effort PROCESSES CITIZEN/ CUSTOMER- ORIENTED RESULTS Intelligent KEY PERFORMANCE RESULTS Execution PARTNERSHIPS AND RESOURCES SOCIAL RESPONSIBILITY RESULTS INNOVATION AND LEARNING. 26

27 Principles of Excellence Excellence is never an accident. It is always the result of high intention, sincere effort, and intelligent execution; it represents the wise choice of many alternatives; choice, not chance, determines your destiny. Aristotle ( BC) 27

28 Questions 28

29 By believing passionately in something that still does not exist, we create it. (Nikos Kazantzakis) Thank You Kalaitzakis Theodoros, RoC Kalaitzakis Manos, ICS Dr. Kotsoglou Kyriakos, RoC Koukiadakis Evripidis, RoC Dr. Raptakis Nikos, RoC 29

30 Contact details Name: Dr. Nikos Raptakis Phone: Website: 30