Lars Tveit - KS - s1 del 5 - Kommunalt IKT-samarbeid

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Lars Tveit - Kommunalt IKT-samarbeid (Det Digitale Vestre Agder - eKommunestrategi-prosjektet - seminar 2.2.2012)

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  • En ressursbruk i verdenstoppen Behovene vil øke Ressursene vil avta Kommunenes tilgang på og forvaltning av egen arbeidskraft Samhandling på tvers Kommunenes motivasjon og evne til utvikling og nyskaping Handlingsrommet har vi nå – ikke senere
  • Bruke kommunes nettsted i selve presentasjonen (henvise til kommunens hjemmeside som er kommunens utstillingsvindu til innbyggerne) Kan også kanskje konkretisere flere punkter – hva er selvbetjening – automatisering – noen få enkle knagger her.
  • Of the four IS Lite trends, process-based working is rated by the survey respondents as a strong contributor to customer satisfaction (the highest-rated benefit). It also ranks as the leading source of benefits overall, marginally ahead of outsourcing and well ahead of centers of excellence and embedded development. Unitor exemplifies the benefits of process working Based in Oslo, Unitor is a chemicals and gas supplier to the marine industry. It’s moving strongly to IS Lite. Says CIO Rune Rasmussen, “You get more focused. You’re better able to help the business achieve its goals. It’s easier to participate in business decision making. And it allows you to spend money where you can best add value.”
  • A technology and process improvement solution that does not capture people's hearts and minds leads to alienation, depersonalization and staff turnover — all significant threats to sustained improvement. A technology and people solution that does not include process improvement simply automates chaos and inefficiency; this is the "garbage-in/garbage-out" (GIGO) principle. A people and process improvement solution that does not include technology may indeed work just fine — IT is not inevitable. A process should be simplified before it is automated. This three-way interdependence of people, process and technology requires coordination, or "orchestration." Coordination implies centrally planned and controlled behavior, whereas orchestration suggests a leader providing guidance and setting the pace, while encouraging individual creativity and inspiration. Change management is an increasingly popular discipline as organizations and individuals attempt to cope with ever more complexity in achieving their work objectives and life goals. At the root of the subject is a tension between reason and emotion, between how things are thought to work and how they really work, between the sacrifices individuals are and are not willing to make in maintaining work/life balance, and between the potentially infinite amount of change drawing on a very finite human ability to absorb it. Fundamentally, accomplishing organizational change is dependent on a group of people adapting. The human element drives change strategies — or at least it should. The bad news is that dealing with humans and their emotions is an art, not a science. Mathematical formulas and prescriptive algorithms don't exist, so the tools we are comfortable using don't really apply. The good news is that people respond to change in fairly predictable ways. Armed with the knowledge of those behavior patterns, leaders can begin to craft successful change strategies using an accessible range of new tools. Understanding those tools and knowing when to apply them is the subject of this presentation.
  • Imperative: Enterprises should begin building a change-conducive environment by working toward trusting relationships among all the levels of management and staff. Understanding the nature of change and its likely implications for the organization is but one prerequisite for transforming an enterprise. Another is an enterprise composed of individuals who are able and willing to change. The organizational ability to change is determined by skills, competencies, tools and processes. Execution of change focuses on training and sourcing strategies based on explicit gap assessments between required and available capabilities. The organizational willingness to change is more difficult to assess and remedy. It is possible, however, to distill collective willingness to change down to its essential elements. They are: (1) belief in management's messages regarding the need for change; (2) confidence in management's ability to lead the transition; and (3) conviction that the ultimate gain from transition is worth the inevitable pain. These three conditions can only exist where there are strong foundations of trust between leadership and employees — at all levels. Both willingness and ability must be present for change to succeed. Willingness without ability leads to frequent change initiatives which fail to realize their promise, resulting in organizational fatigue, frustration and cynicism. Ability to change without willingness to do so leads to passive resistance and malicious compliance. Action Item: Change leaders should ensure foundations of trust and capability are in place before commencing strategic change initiatives.
  • Key Issue: What are Gartner's major BPM terms, decision frameworks and concepts? Enterprise architecture (EA) and business process management (BPM) should be complementary disciplines working toward the common goal of enabling the enterprise business strategy. Yet many organizations do not exploit their natural synergy and, consequently, neither EA or BPM delivers the full range of benefits that the enterprise should expect. The heart of the problem is the lack of clarity around the engagement model between the two teams. In many cases, each interprets the business strategy and then independently develops a full action plan to support that strategy. They should be working together to develop one unified view of the strategy and a set of initiatives to support it. The simplest way to express the natural synergy between these two disciplines is as follows: EA informs the organization about what needs to be done to close the gap between the enterprise's strategy and its execution. BPM takes this direction and operationalizes it; it turns the EA concepts into BPM initiatives that inform the organization about how exactly the gap will be closed. BPM initiatives can range from process improvement projects to process redesign efforts to business model transformational efforts.
  • Lars Tveit - KS - s1 del 5 - Kommunalt IKT-samarbeid

    1. 1. Strategisk ledelse og IKT Lars Tveit, KS Innovasjon og utvikling
    2. 2. Hva er IKT…? Hva er det ikke?
    3. 3. IKT er ikke et mål i seg selv IKT er i utgangspunktet kun et virkemiddel…
    4. 4. IKT er «overalt» og griper inn i alt Lokaldemokratiet Politikere: Innsyn, styringsgrunnlag, styringsmåte Innbyggere: Innsyn, Forståelse, Deltakelse (repr. seg selv) Kommunal tjenesteyting Selvbetjening/automatisering, organisering og samarbeid om tjenesteproduksjon Kommunen som arbeidsplass Samspill mellom ansatte og ledelse, fleksibilitet, attraktivitet Kommunen som bosted Attraktivitet/profilering - kommunens nettsted som utstillingsvindu
    5. 5. ... tar kontroll på prosess- og informasjonsflyt! Innbyggere Ansatte Teknologi Prosesser e K O M M U N E 2 . 0 Service Oriented Architecture - SOA
    6. 6. Horisontal og vertikal informasjonsflyt Ansatte Innbyggere Næringsliv Tjenesteorientert arkitektur (SOA) Sentrale tjenester Helse Skole Tekniske tjenester Økonomi HR Eksterne systemer/ tjenester Eksterne systemer/ tjenester Fagsystem Fagsystem Fagsystem Fagsystem Fagsystem Fagsystem Fagsystem Virksomhets- prosesser x y z x y z
    7. 7. Det dreier seg mest om å benytte IKT som et virkemiddel for å oppnå … <ul><li>Tjenesteutvikling </li></ul><ul><li>Arbeidsprosesser </li></ul><ul><li>Gevinstrealisering </li></ul><ul><li>Organisasjonsutvikling </li></ul><ul><li>Effektivisering </li></ul>
    8. 8. <ul><li>I et regionalt samarbeid betyr dette at man må ha fokus på fagsamarbeid mellom kommunene! </li></ul><ul><li>Man bør (må) ha et overordnet perspektiv på hvorfor man skal samarbeide </li></ul><ul><li>Man bør (må) ha et overordnet perspektiv på hva mans skal samarbeide om </li></ul>
    9. 9. <ul><li>Med andre ord: </li></ul><ul><li>Man bør ha en strategi og et overordnet mål med samarbeidet </li></ul>
    10. 10. ERFARINGER FRA ANDRE REGIONALE SAMARBEID… eKommune 2012
    11. 11. Regionale samarbeid blomstrer! Men hvordan.…?
    12. 12. Strategisk ledelse og IKT Orkdals-regionen Dovre regionen Nord-Hordaland regionen Fosen regionen Hedmark/ Oppland sør Sunnmøre regionen Vest-Finnmark Indre Namdal Øvre Romerike Vest-Agder Nord møre (Pilot) Totalt: 156 kommuner Værnes regionen Ålesunds regionen Region Vest Fjellregionen
    13. 13. De fleste mangler: <ul><li>en klar strategi </li></ul><ul><ul><li>- Hvorfor skal de samarbeide? </li></ul></ul><ul><li>en god styringsmodell </li></ul><ul><ul><li>- Hvordan skal de samarbeide? </li></ul></ul><ul><li>fokus på gevinstrealisering </li></ul><ul><ul><li>- Hvordan hente ut fordelene? </li></ul></ul><ul><li>fokus på innovasjon </li></ul><ul><ul><li>- Hvordan skape nye tjenester? </li></ul></ul>
    14. 14. ORGANISERING AV IKT OMRÅDET – ET STRATEGISK VIRKEMIDDEL eKommune 2012
    15. 15. Det er ikke en bestemt måte å organisere IKT området… Men det er noen grunnleggende prinsipper som må/bør følges…!
    16. 16. GEVINSTREALISERING eKommune 2012
    17. 17. Fordeler Fornøyde kunder (innbyggere) Forbedret tjeneste nivå Harmonisering Tilgang til ekspertise Fleksibilitet Kostnads- reduksjoner Prosess-basert arbeid Utvikling i forretnings- enhetene Tjeneste utsetting Kompetanse sentre Hva er den sterkeste bidragsyter for gevinstrealisering? Høyt bidrag Middels bidrag Lavt bidrag
    18. 18. Prosess basert endring baserer seg på mer enn teknologi… Teknologi Mennesker Prosesser Adapted from: Lean Enterprise Systems, Using IT for Continuous Improvement www.steadyimprovement.com Kjernen Kunsten i å mestre endring
    19. 19. Forretningsprosessene i fokus... Riktig sammenstilling av organisasjon, prosesser og teknologi er kritisk for effektivisering av virksomheten Organisasjon Teknologi Prosesser 80% 20%
    20. 20. Endringsvillige omgivelser Evne til å endre adferd Villighet til å endre adferd Overbevisning Fordeler > Smerte Tillit og Tro på ledelsen Evner og kompetanse Verktøy Prosesser Troen på at det er nødvendig
    21. 21. Arkitektur + Forretningsprosesser = synergier <ul><li>Arkitektur = “Hva&quot; som er nødvendig </li></ul><ul><li>Arkitektur + Forretningsprosesser = &quot;Hvordan&quot; gjøre det </li></ul><ul><li>Forretningsprosesser = Å GJØRE det </li></ul>Stort gap! Strategi Gjennom-føring
    22. 22. Status eNorge 2010
    23. 23. EKOMMUNE STRATEGI OG HANDLINGSPLAN eKommune 2012
    24. 24. eKommune 2012 Spørsmål…

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