• Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
No Downloads

Views

Total Views
403
On Slideshare
0
From Embeds
0
Number of Embeds
0

Actions

Shares
Downloads
10
Comments
0
Likes
1

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide

Transcript

  • 1. TALK Innovation and Transformation The 10 minute presentation Ken Usman-Smith DMS Tech RTPI Rochdale MBC
  • 2.
    • 9:15 I saw the pages on TALK
    • 9:16 I added a comment
    • 9:17 I drafted a short presentation
    • 9:30 I uploaded it
    • Virtually……………………………..
  • 3. SO WHERE ARE YOU ON THE CURVE?
  • 4. Take the challenge or die?
  • 5. STEPPING UP VALUE FOR MONEY Modernising Processes and Systems delivery THE PROJECTS December 2007 we stated that the team would ‘seek out and manage innovation in a way that supports the new culture we are seeking to create…develop and support our capacity for creative thinking and equip our staff to take advantage of practical and innovative ways of working that are smarter and better….. become active in sharing and learning from each other by bringing innovation to the forefront of the improvement agenda across Rochdale MBC’.
  • 6. Stepping up
    • Growing REFINEMENT V TRANSFORMATION debate and discussion on the way the Stepping Up project is developing.
    • It is worth looking at what others have found along the same journey as we are part of wider community.
    • Not because we are failing. Because we need to ensure we remain transformational and not more of the same.
    • Manchester Improvement Programme; Leeds INNOV8; Blackburn with Darwin BPA; Salford and SPRINT; Connected Cumbria; NWeGG and AGMA; National process improvement project ; CLG TRANSFORMATION AND SHARED SERVICES
  • 7. STEPPING UP Maturity Model Transformation is not understood, projects undertaken piecemeal. Transformation and cross business Improvement Projects discussed but little action/commitment. A few cross business projects undertaken, but little fundamental change results. A comprehensive corporate programme of transformation projects enabled by technology exists, but difficulties in resourcing, leadership and overcoming resistance. A programme exists, coupled with effective governance arrangements, endorsed by the Board which proves effective in delivering value. Transformation is ‘business as usual’ lying at the heart of corporate strategy, management responsibilities, efficiency, business improvement and policies. Level 1 Level 3 Level 4 Level 5 Level 6 Level 2 Traditional Projects and Programmes Business Culture Focus for change : What does it feel like? :
  • 8. WE USE COMPUTERS EVERY DAY
    • That use is limited to areas that have a numerical basis
    • Income and expenditure forecasts,
    • E-procurement and inventory levels,
    • BVPI efficiency benchmarks
    • Our service legacy data bases
    • Apart from providing a medium for communication, computers have not traditionally contributed to the more social aspects of business management.
  • 9.
    • Service provision as "The Conversation“.
    • Area "A" is our people supporting the service. "The Internal Conversation".
    • Area "B" is our customers or stakeholders. "The External Conversation".
    OUR INTRANET Membrane, "x".
  • 10. We need the membrane to be ‘porous’ or easy to use
    • A and B should be identical or in sync, things A is passionate about, B should be passionate about.
    • This is "alignment".
    • Is it ‘Aiming High’ setting what customers see as important. Does the business plan reflect that, is it aligned with outcomes?
    • Its the people at Apple that think the iPod is cool, and so do their customers. They are aligned.
    • Staff have conversations and are A and B as well.
    • Do People Services priorities and plans match those in Adult Care and who knows what’s going on in silos?
  • 11. When A and B are no longer aligned we start getting into trouble. When A stays the new service initiative is great And B is telling everybody it’s under resourced rubbish You have misalignment .
  • 12. How can we stop this happening?
    • The easier for the conversations on both sides of membrane "x" are, the easier it is for each to adjust to the other, to become engaged with the other.
    • You want to break down silos , you need to make the membrane porous and get talking
    • And misalignment, if it happens, is a lot easier to repair.
  • 13. MANAGEMENT AND TRUST?
  • 14.  
  • 15.
    • So use social computing as well as number crunching
    • Its another tool to transform or at least change
    • We need to embrace the change
    • We need to look at doing everything more efficiently
    • And we need to make the savings or risk loosing control.
  • 16. TALK Innovation and Transformation The 10 minute presentation Ken Usman-Smith DMS Tech RTPI Rochdale MBC