The Agile Muncipality

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Kimberly Samuelson, Director of Government Marketing at Laserfiche provides insight from her presentation at IIMC 2012. She discusses the implementation of agile management strategies and technology to transform the way you work. For more insights, we invite you to visit www.laserfiche.com to see how Laserfiche can help transform the way you work.

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The Agile Muncipality

  1. 1. The Agile Municipality: How Agility and Technology CanTransform the Way You Work
  2. 2. Agenda‣ New normal‣ Happiness and flow‣ Agility‣ Agile leadership‣ Agility and technology
  3. 3. The New Normal :Situation‣ A world of demand verses squeeze • Ask for budget increases in order to increase services • Cut services
  4. 4. The New Normal: Competition‣ Competing projects‣ Agencies competing for turf‣ Competing for budget dollars
  5. 5. The New Normal: Old vs. New‣ Stability and continuity are highly valued— which means new and untried are risky‣ It can be nearly impossible to replace old—new ideas get added to the pot— increasing clutter and competition
  6. 6. The New Normal :Need‣ The need to create an organizational anatomy capable of delivering outcomes and generating distinct capabilities you need AT peak cost efficiency
  7. 7. Stress
  8. 8. Did You Know That…?‣ Humans cannot process more than 110 bits of information per-second
  9. 9. The New Normal = Stress‣ Stress • In an American Psychological Association poll in September, 80 percent reported the economy’s causing significant stress, up from 66 percent last April • Numbing out • Thought processes narrow • Unemotional, unimaginative
  10. 10. As leaders how do we help ouremployees and departments be successful?
  11. 11. Happiness + Work = ?‣ Happiness and the workplace go together like tomatoes and chocolate‣ As leaders we are experience creators
  12. 12. Happiness‣ Happiness at work= productivity • Work better with others • More creative • Learn faster • Make better decisions
  13. 13. Flow
  14. 14. Otherwise Known As….‣ On the ball‣ In the moment‣ In the zone‣ In tune‣ On fire‣ In the groove
  15. 15. FlowIt is what the sailor holding a tight course feels when thewind whips through her hair. It is what a painter feels whenthe colors on the canvas begin to set up a magnetic tensionwith each other and a new thing, a living form takes shape--Mihaly Csikszentmihalyi
  16. 16. Mihaly Csikszentmihalyi
  17. 17. How Do You Know—If You Are in Flow‣ Challenge level and skill level are high‣ Loss of feeling of self-consciousness‣ Distorted sense of time‣ Lack of awareness of bodily needs‣ Action/ awareness merging
  18. 18. Reaching Flow‣ Clear set of goals‣ Balance between perceived challenges and perceived skills‣ Clear and immediate feedback
  19. 19. Knowledge Workers are Creative‣ Creativity comes out of flow‣ Documents are their material‣ Make document handling seamless for them
  20. 20. Agility: Agile Makes Flow Possible
  21. 21. Agility‣ a·gil·i·ty‣ 1. the power of moving quickly and easily; nimbleness: exercises demanding agility‣ 2. the ability to think and draw conclusions quickly; intellectual acuity
  22. 22. Agility in Government‣ Not just emergency response‣ Complexity‣ Pursue serial incompetence
  23. 23. What are some of the characteristics of an agile leader?
  24. 24. Agility and LeadershipAgile Leaders have figured it out – Ana Dutra, Forbes Magazine
  25. 25. Agile Leadership‣ Attributes • Ambiguity tolerance • Curiosity • Creativity • Courage and conviction • Critical thinking • Emotional resilience • Vision • Flexibility
  26. 26. Agility and Leadership‣ Having a plan is compulsory—but knowing how to respond to the unknown is the real benefit of agile leadership
  27. 27. What types of people make agile leaders?
  28. 28. Mothers Are the Ultimate Agile Leaders
  29. 29. What skills, experiences andcompetencies have you developed asa parent that are transferable into your executive role?
  30. 30. Motherhood and Leadership Agility‣ Skills • Self-awareness • Emotional intelligence • Flexibility • Conflict management • Listening and communications skills
  31. 31. Motherhood and Leadership Agility‣ New challenges and ambiguity are the norm‣ Acutely aware of how others process and respond to us‣ This awareness helps us choose how to relate, support and nurture
  32. 32. Motherhood and Leadership Agility‣ ―The village‖ • Complementing gaps • Creating networks • Receive support
  33. 33. How do you conduct your yearly planning?
  34. 34. Leadership and AgilityThe best laid schemes of mice and men /Often go awry —Robert Burns
  35. 35. Benefits‣ Provides a holistic view of the organization’s needs‣ Enhances predictability‣ Fosters collaboration‣ Feedback is baked-in
  36. 36. Building an Agile Framework‣ Define‣ Measure‣ Analyze‣ Improve‣ Control
  37. 37. Where Are You?‣ What gets measured—gets done • Take the time • Reflect and assess
  38. 38. Step 1: Define the Problem‣ Business • What is the problem we are trying to solve?‣ Communications • Establish stakeholder committee
  39. 39. Step 2: Measure the Current State‣ Business • Identify high-impact activities • Where are the bottlenecks‣ Communication • Conduct a user survey
  40. 40. Step 3: Analyze Causes‣ Business • What IS causing the bottleneck?‣ Communications • Hold feedback meetings
  41. 41. Step 4: Improve and Optimize‣ Business • Minimize bottlenecks • Standardize thoughtfully‣ Communication • Emphasize value over process improvements
  42. 42. Step 5: Control to Ensure Sustainability‣ Business • Consider automation • Monitor ROI and other metrics for consistency • Observe adoption and correct deviations‣ Communication • Governance
  43. 43. Agile Process: SCRUM‣ Type of Agile PM methodology‣ Resulted as a response to an age-old problem‣ User-centric
  44. 44. Agile Process Implementation Fast, focused deployments make organizations succeed
  45. 45. Technology and Agility• Technology alone does NOT make you agile • ―A fool with a tool is still a fool‖• Foster • Adaptability • Transparency • Collaboration
  46. 46. Agility and ECM‣ Definition‣ DI + DM + CM + BPM + RM = ECM‣ Philosophy and paradox
  47. 47. Laserfiche Forms
  48. 48. Forms Guide Users
  49. 49. A Variety of Form Elements‣ Single Line ‣ Number ‣ Page Rules‣ Paragraph ‣ E-mail ‣ Lookup Rules‣ Radio Button ‣ Date ‣ Scripting‣ Checkbox ‣ Currency ‣ Styles‣ Drop-down ‣ Custom Block ‣ Process Field‣ File Upload ‣ Section ‣ Field Label‣ Address ‣ Collection ‣ Required Field
  50. 50. Repeatable Sections
  51. 51. Conditional Field Display
  52. 52. Lookup Database Values
  53. 53. Business Process Model and Notation
  54. 54. Fields Retained Across a Process
  55. 55. Monitor Process Health
  56. 56. Build Charts from Form Data
  57. 57. Build Dashboards for Groups
  58. 58. Agility and Organizations‣ Adapt or be left behind‣ Work processes are being redesigned‣ Reconfiguration of infrastructure = something different?‣ Agility as a response to complexity
  59. 59. Finally‣ The most inspired work is created by… • …by motivated individuals • …through regular interaction among individuals • …when individuals working together figure out how to be more effective • …where the environment has minimum roadblocks and illogical restrictions
  60. 60. Selected Reading‣ The Leadership Machine. Michael Lonbardo and Robert Eichinger‣ Building High Performance Government Through Lean Six Sigma: A Leader’s Guide to Creating Speed. Agility and Efficiency. Mark Price and Walter Mores‣ Leadership Agility: Five Levels of Mastery for Anticipating and Initiating Change. William Joiner and Stephen Josephs
  61. 61. Comments or Questions?

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