Launching energy.gov v4

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This deck describes the process of change management at a large enteprise in the late 1990s when we flipped doe.gov to become energy.gov

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  • - In 1963, confidence in govt scored at 75 percent, whereas polling in the 1990s show it has slid to 17 percent (source: America Unplugged: citizens and their government, July 1999, Peter Hart and Robert Teeter)
    -- 55 percent refer to “the government” instead of “our government”; only 25 percent believe government pursues the people’s agenda.
    -- The Supermarket story: your average store has 12,000 items on display. The average college graduate has an 8000 word vocabulary: so think about it: you just got a degree and you are 4000 words short to shop!
    -- Marketing used to be about “build a better mouse trap”; then it was all about branding. Today: its about positioning.
  • Managing complex change means you must have five elements. If you are missing any one of these drivers, you will fail.
    Managing your capacity means living in the right corner. You are either doing the right job or the wrong one; you are doing it well, or doing it poorly. The challenge is to do the right job and do it well.
  • Managing complex change means you must have five elements. If you are missing any one of these drivers, you will fail.
    Managing your capacity means living in the right corner. You are either doing the right job or the wrong one; you are doing it well, or doing it poorly. The challenge is to do the right job and do it well.
  • 
           maintain start-up feeling
           minimize organizational hierarchy
           keep organizational structure flat
           push responsibility far down within organization
           enable people to move quickly
           challenge teams with sophisticated and aggressive goals
           allocate difficult business and technical problems to a team and establish aggressive goals
  • 
           maintain start-up feeling
           minimize organizational hierarchy
           keep organizational structure flat
           push responsibility far down within organization
           enable people to move quickly
           challenge teams with sophisticated and aggressive goals
           allocate difficult business and technical problems to a team and establish aggressive goals
  • Launching energy.gov v4

    1. 1. Launching energy.gov The experience of change in a large Department
    2. 2. A Roadmap for Change on the Web  Branding  Politics & Marketing in Public Arena & Bureaucracy as Enablers  Creating Flexibility in an Inflexible Environment  Developing  The Horizontal Management Structures Alchemy of Content Synergies  Feedback Mechanisms: Listen/Reward
    3. 3. Branding & Marketing in a Public Service Environment  Define the problem, own the solution  Public confidence in government is down  Society is over-communicated; how to be heard in an overcrowded marketplace?  Positioning your product; what are you selling?  Define your audience broadly  The power of the name
    4. 4. Politics and Bureaucracy as Enablers  Start at the top  Accept the natural roles of appointees & careers  Leverage existing talent and ideas  Compromise: analyze, address and then move on
    5. 5. Creating Flexibility in an Inflexible Environment: “Our Drivers” Copyright 1999 United Features Syndicate, Inc.
    6. 6. Creating Flexibility in an Inflexible Environment: Our “Drivers”  VISION…A secretarial initiative (without it: confusion)  SKILLS…assembling a staff, institutional partners and a “forum” (without it: anxiety)  INCENTIVES…getting customer feedback, top down & bottom up drivers (without it: gradual change)  RESOURCES…managing our capacity to do the right job and do it well (without it, frustration)
    7. 7. Creating Flexibility in an Inflexible Environment: Our “Drivers”  ACTION PLAN: 5 stages for energy.gov 1. Customer input and benchmarking 2. Navigation and design choices 3. Content and Information Architecture 4. Test externally /vet internally: nothing’s perfect 5. Don’t forget governance and rollout strategy Without an ACTION PLAN you get false starts
    8. 8. Creating Flexibility in an Inflexible Environment: Our “Drivers”
    9. 9. Developing Horizontal Management Structures: Why?  Management acknowledges there are too many topics, too little knowledge, too few staff  Integrate multi-discipline subject experts into operating processes  Stratified group participation  Goal: focused participation & leadership within each strata
    10. 10. Developing Horizontal Management Structures: How?  Flatter – mgt. replaces vertical structure See the charter and learn more about our Web Council at http://www.energy.gov/webcouncil A split focus; portal management + e-gov  Recruit members by engaging your experts – content owners, knowledge workers, webmasters  Offer – value issues briefings and a resource for CIOs/programs heads  Be transparent: meetings are open to all
    11. 11. Options
    12. 12. Options
    13. 13. Plus More Options
    14. 14. Equal Next Generation: www.energy.gov
    15. 15. The Alchemy of Content Synergies  Display best value on the web, in a hierarchical framework that makes good sense to customers  Balance the desire to advertise with a portal approach that lets customers move quickly  Recognize that customers need multiple “doorways” to find what they’re seeking
    16. 16. The Alchemy of Content Synergies  Be selective and surface your gems…a “gold diggers club” can get you started.  Adopt an empowerment strategy, internally and externally, that pushes responsibility down to content owners.  Ferret out usability issues and modify site accordingly.  Tour our site! http://www.energy.gov/
    17. 17. Feedback Mechanisms – Listen/Reward Copyright 1999 United Features Syndicate, Inc.
    18. 18. Feedback Mechanisms – Listen/Reward  Develop and maintain a site scorecard – Employ statistical trend analysis – Measure developmental concepts – Include laws and policies – they have a purpose  Internally: – acknowledge content owners Letters of praise, plaques, “best of” graphics  Externally: – acknowledge comments & critics Segment user comments i.e. consumers, stakeholders, etc.
    19. 19. The Balance Sheet LAST GENERATION:  Under-informed employees;  Under-developed products & markets  A negative public image  Lack of employee commitment/goodwill  Under-performing technology  Angry, alienated customers THIS GENERATION:  Flatter (fewer layers)  Agile and autonomous units  Oriented toward creating niche markets  Accents quality and service  Quality = clear and accurate information  A strong sensing system for receiving info from all parts  Management is info driven and access to info is widely shared
    20. 20. The Goal: Consumer Value It is easy nowadays to remember anything so contrary to all appearances as that officials are the servants of the public; and the official must try not to foster the illusion that it is the other way around. -- Sir Ernest Gowers, British Public Servant, 1948
    21. 21. Questions? Stay in Touch…. KATHY MCSHEA kathy@mcshea.net
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