E-Governance and New Organisational Structure of Services:

Transcription

1 E-Governance and New Organisational Structure of Services: Procedures, Communications, Relationships, etc CAFRAD/ACBF Regional Workshop Presented by: Kojo Anyane-Yeboa 22 November 2004

2 Agenda Modern Trends in OD The 6 Themes for Strategic E-OD The 6 Organisational Areas Most Impacted by E-Change Groupware, Workflow, Document and Knowledge Management

3 Modern OD Trends Structure Decentralising Delayering Project-based organising Process, Procedures, Practices Communicating horizontally and vertically Downscoping Boundaries Investing in IT New human resources practices Outsourcing Developing strategic alliances Drawn from the work of Professor Andrew Pettigrew - Warwick Business School Hot Topics paper, Organising to Improve Company Performance

4 Modern OD Trends Structure Decentralising Decentralisation of operational decisions Decentralisation of strategic decisions Delayering Project-Based Organising The average number of levels between the chief executive and the lowest manager decreasing managers are being empowered more Project-based organisation increasing Drawn from the work of Professor Andrew Pettigrew - Warwick Business School Hot Topics paper, Organising to Improve Company Performance

5 Modern OD Trends Process, Procedures, Practices Communicating Horizontally and Vertically Horizontal and Vertical communications becoming more efficient and effective Investing in IT Use of cross-mda IT strategies increasing New Human Resource Practices Increase in Use of cross boundary teams within and across MDAs Channels for horizontal knowledge transfer Planned transfer of people and skills between MDAs Cross-MDA conference events Government-wide managerial training and seminars Government-wide mission building activities Drawn from the work of Professor Andrew Pettigrew - Warwick Business School Hot Topics paper, Organising to Improve Company Performance

6 Modern OD Trends Boundaries Downscoping Strategies unrelated to core business being abandoned Outsourcing Developing Strategic Alliances Outsourcing trends on the increase Many MDAs forming strategic alliances Drawn from the work of Professor Andrew Pettigrew - Warwick Business School Hot Topics paper, Organising to Improve Company Performance

7 Agenda Modern Trends in OD The 6 Themes for Strategic E-OD The 6 Organisational Areas Most Impacted by E-Change Groupware, Workflow, Document and Knowledge Management

8 6 Themes for Strategic E-OD Globalisation Virtuality Networks Strategic Organisation Design Partnering Corporate Centre Enterprise Commonality

9 6 Themes for Strategic E-OD Globalisation Globalisation is the process by which an enterprise, in this case government, builds its strategies and competencies to operate powerfully within, and seamlessly across, national boundaries. Globalisation emphasises common and highly integrated processes.

10 6 Themes for Strategic E-OD Virtuality A virtual organisation is where an enterprise (government) creates a new business model or market opportunity based on information and communication technology-enabled transactions. This enables it to replace part of its value chain or reach its target market (citizens) without investing in expensive physical infrastructure, particularly a physical distribution channel.

11 6 Themes for Strategic E-OD Partnering Partnering is a means of securing better capability in the value chain by co-operating with others who have complimentary capabilities (e.g. public sector private sector partnerships) Partnering implies wider connectivity of inter-enterprise processes rather than merely joint funding of, or pooling of resources into a separate entity (shared-services) This removes the need for an expensive or risky acquisition, can circumvent regulatory obstacles, and is faster than organic development would allow

12 6 Themes for Strategic E-OD Enterprise Commonality Government-Wide Systems (GWS) have proliferated in developed economies because of the need for reduced costs and improved transparency of information. Such systems have helped to standardise and scale core processes across government. GWS have been a key enabler in creating a strong process dimension to governance

13 6 Themes for Strategic E-OD Enterprise Commonality A higher order of commonality has become a necessity in processes, systems, and data. Governments perspective is now less about commonality of organisation - more about responsibilities for maintaining operational commonality and understanding how to realise benefits of this with citizens

14 6 Themes for Strategic E-OD Corporate Centre Corporate centre addresses the enterprise s (government s) chosen value propositions - for example, by helping businesses (MDAs) within the enterprise to grow or by guiding/challenging the management of individual businesses to raise performance Executives in the Corporate Centre will need to adopt an appropriate leadership style for the needs of the enterprise (government)

15 6 Themes for Strategic E-OD Corporate Centre The organisation aspects of corporate centre design should identify clearly its core, added value, and shared services roles Organisation design can support clear and transparent relationships between top management and the business units, and a focus of top management resources on activities that add real value

16 6 Themes for Strategic E-OD Networks A Network organisation supplements formal hierarchies with devices to promote collaborative and flexible working It does this to cope with an operating environment where strategy needs to evolve rapidly - or where there is operational advantage from a high degree of participation or flexibility or from less defined/blurred boundaries

17 6 Themes for Strategic E-OD Networks Building a capability to leverage knowledge and relationships would be a classic use of network organisation. This is more about values, responsibilities and behaviours than systems/databases. Many vehicles & channels are created to support the flow of information and ideas, often enabled by the deployment of new information technology, especially GroupWare

18 Agenda Modern Trends in OD The 6 Themes for Strategic E-OD The 6 Organisational Areas Most Impacted by E-Change Groupware, Workflow, Document and Knowledge Management

19 The 6 Organisational Areas Most Impacted by E-Change Decision-Making capabilities Accountabilities Integration Multi-skilling Shifts in workload Communication

20 The 6 Organisational Areas Most Impacted by E-Change Decision-Making capabilities The way decisions are made and/or who makes the decisions. Given the information I have in the computer, we re not able to manufacture that product within the allotted time-frame. By increasing the amount and rate of information available, E-change provides the organization with the flexibility to shift responsibility of decisions to those who understand the information best, can react to the information most effectively, or are closest to the customer. By altering decision-making authority, we also need to consider the organizational impacts this change has on skills, rewards,management systems, behavior, and performance measures.

21 The 6 Organisational Areas Most Impacted by E-Change Accountabilities What responsibilities individuals have in terms of entering accurate and reliable data, as well as analyzing data This purchase order must be correct for me to generate an accurate invoice. With closer integration and more up-to-date information available through E-change, the need for accurate and reliable information increases. Now inaccurate and erroneous data has impact beyond an individual or a single department. The impact could be felt as far away as the customer. To avoid these problems, the users must feel accountable for the data and decisions they make using the data making users responsible for accuracy of their data

22 The 6 Organisational Areas Most Impacted by E-Change Multi-skilling What new skills are required: systems, functional, data analysis, management? I can check account balances and credit line immediately. E-change introduces new ways of working, which call for a different set of skills to perform the work. While what you are doing (writing a memo) may not be any different, how you do it (on instead of on paper) may be different, and may require a different set of capabilities to perform. Identifying the new skills needed allows the organization to develop training programs to equip employees with the skills they will need.

23 The 6 Organisational Areas Most Impacted by E-Change Communication The way the departments and individuals communicate. That information is now on-line for you to view. E-change alters how we communicate. Information that was only previously available by talking with individuals or departments is now available on-line. However, having data on-line does not mean that all the pertinent information that used to be communicated from one person to another has been captured. Therefore, it becomes important to know how our communication channels are altered and identify the shortcomings of the new channels.

24 The 6 Organisational Areas Most Impacted by E-Change Shifts in workload Changes in the tasks, roles and responsibilities for users. Does more empowerment mean more work? E-change inevitably changes users workloads. This shift could be the result of new data entry or data analysis requirements. Additionally, it could be the result of new integration requirements or changes in decision-making responsibilities or degree of accountability necessary or new communication requirements. Identifying the workload shifts allows the organization to evaluate how this impacts other responsibilities and if E-change is helping achieve goals. Knowing this information also helps the organization identify changes in jobs, rewards, and reporting structures.

25 The 6 Organisational Areas Most Impacted by E-Change Integration How and when groups within the organization interact to perform certain activities and achieve set performance measures. In order to ship this product I must receive the Bill of Materials two weeks beforehand. E-system links our work closer together, often resulting in new coordination requirements among departments, work groups, and/or business units. These coordination requirements can cause us to have new responsibilities, make us use information in a new way, and require new skills and behaviors.

26 Agenda Modern Trends in OD The 6 Themes for Strategic E-OD The 6 Organisational Areas Most Impacted by E-Change Groupware, Workflow, Document and Knowledge Management

27 Groupware, Workflow, Document and Knowledge Management Groupware Groupware facilitates communication, coordination, and collaboration among work groups. Groupware allows a series of interpersonal conversations debates, discussions, factfinding analyses, and exchanges of perspectives Examples of Groupware: Lotus Notes, Microsoft s Exchange

28 Groupware, Workflow, Document and Knowledge Management Workflow Workflow is the automation of business processes, managing the movement of information as it flows through the sequence of steps that make up the work procedure. A Workflow application defines all the steps in a process, from start to finish, including all exceptions conditions, usually based on established business rules. Examples of Workflow Systems: FileNet Visual WorkFlo, IBM FlowMark

29 Groupware, Workflow, Document and Knowledge Management Document Management Document Management systems provide tools for managing the document life cycle: Creation Modification Approval Distribution (Publishing) Archival (Storage) Examples of Document Management Systems: OpenText s LiveLink, Documentum s EDMS

30 Groupware, Workflow, Document and Knowledge Management Knowledge Management Knowledge Management Systems combine the information stored on computer networks with experiences and insights of experts to resolve problems. DATA + context = INFORMATION + experience = KNOWLEDGE

31 Thank You