Being A Change Manager Owen Jacob

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  • Being A Change Manager Owen Jacob

    1. 1. Being an effective change manager – tips, tools & tactics Diploma in the Management of Modern Public Service Delivery IPA 22 January 2009 Owen Jacob Dept of the Taoiseach
    2. 2. My background <ul><li>Owen Jacob </li></ul><ul><li>TCD & IPA </li></ul><ul><li>Revenue Commissioners </li></ul><ul><ul><li>ICT, strategy, planning, HR </li></ul></ul><ul><ul><li>International consultancy </li></ul></ul><ul><ul><li>Customer service policy </li></ul></ul><ul><ul><li>M odernisation & change management projects </li></ul></ul><ul><li>Dept of the Taoiseach </li></ul><ul><ul><li>Organisational Review Programme </li></ul></ul>
    3. 3. Case study 1 Restructuring the Revenue
    4. 4. Revenue’s structure <ul><li>Inherited British Inland Revenue, Customs &Excise structure </li></ul><ul><li>Evolved piecemeal over 75 years </li></ul><ul><li>No over-riding design model </li></ul><ul><li>Ad-hoc structure </li></ul><ul><li>Mixture of tax type & function </li></ul><ul><li>Increasingly difficult to manage </li></ul>
    5. 5. The world ‘outside’ is changing fast… <ul><li>An organisation that doesn’t change at the same speed as its environment dies </li></ul>
    6. 6. What the boss wants… <ul><li>“ When I have a problem I want to see the whites of one pair of eyes, not twenty pairs of heels” </li></ul>
    7. 7. Structure v. Strategy mismatch <ul><li>Structure </li></ul><ul><ul><li>Focus on the tax </li></ul></ul><ul><ul><li>Focus on the function </li></ul></ul><ul><li>Strategy </li></ul><ul><ul><li>Deliver excellent customer service </li></ul></ul><ul><ul><li>Tackle the non-compliant </li></ul></ul><ul><ul><li>= Focus on the customer </li></ul></ul>
    8. 8. Cracks in the structure… <ul><li>Did not support overall view of customer. </li></ul><ul><li>Did not foster sharing of </li></ul><ul><ul><li>Information – Knowledge – Experience </li></ul></ul><ul><li>Resources divided by tax/function – not matched to risk </li></ul><ul><li>Unclear lines of responsibility and accountability. </li></ul><ul><li>Not in line with international best practice. </li></ul>
    9. 9. Review team <ul><li>Small, highly motivated, independent, well resourced team </li></ul><ul><li>Empowered by the Board </li></ul><ul><li>Thought outside the box </li></ul><ul><li>Traveled the world looking for best practice </li></ul><ul><li>Made radical recommendations </li></ul>
    10. 10. Discussing the undiscussable <ul><li>Undermining complacency </li></ul><ul><li>Retaining trust </li></ul><ul><li>Using credible examples </li></ul><ul><li>Ownership within the organisation – </li></ul><ul><li>by Revenue, for Revenue </li></ul><ul><li>Progress in small steps </li></ul>
    11. 11. The organisational iceberg - 1 Overt organisation Structure, technology, objectives, operating systems etc Publicly visible, rational
    12. 12. The organisational iceberg - 2 Overt organisation Structure, technology, objectives, operating systems etc Covert organisation Power, influence, ambitions, loyalties, empires, fears, inflexibility etc Hidden, emotional, may not be rational Publicly visible, rational
    13. 13. The classic crisis <ul><li>Public Accounts Committee inquiry into DIRT tax </li></ul><ul><li>Tribunals of Inquiry into </li></ul><ul><ul><li>Big business </li></ul></ul><ul><ul><li>Wealthy businessmen </li></ul></ul><ul><ul><li>Top politicians </li></ul></ul><ul><ul><li>Property sector </li></ul></ul><ul><li>… laid bare serious tax non-compliance </li></ul>
    14. 14. Organisational restructuring… <ul><li>It’s like changing the wiring while keeping the lights on </li></ul>
    15. 15. Path to success <ul><li>Crisis </li></ul><ul><li>Quality of analysis & blueprint </li></ul><ul><li>Leadership </li></ul><ul><li>Four Ps </li></ul><ul><ul><li>Patience </li></ul></ul><ul><ul><li>Politics </li></ul></ul><ul><ul><li>Pragmatism </li></ul></ul><ul><ul><li>Process </li></ul></ul><ul><li>Examples of best practice & successful restructuring from other Revenues </li></ul>
    16. 16. Benefits of new structure? <ul><li>Structure = strategy </li></ul><ul><li>Integrated approach to customer </li></ul><ul><li>Clear accountability & responsibility – no hiding place </li></ul><ul><li>Coherent, sensible structure </li></ul><ul><li>Competition between regions </li></ul><ul><li>Freedom to deploy staff where needed </li></ul><ul><li>Information sharing </li></ul>
    17. 17. Case study 2 Modernising a tax process
    18. 18. Gift & Inheritance T ax (CAT) <ul><li>CAT administered separately from other taxes </li></ul><ul><li>Old fashioned approach </li></ul><ul><li>Factors driving change </li></ul><ul><ul><li>Case processing too slow </li></ul></ul><ul><ul><li>New top management </li></ul></ul><ul><ul><li>Decentralisation of CAT </li></ul></ul><ul><ul><li>Online filing via ROS </li></ul></ul>
    19. 19. How? <ul><li>Full time project team </li></ul><ul><li>‘ Outsider ’ to manage project </li></ul><ul><li>Supported by ‘ insider ’ expert s </li></ul><ul><li>Analysis </li></ul><ul><ul><li>Work flow processes </li></ul></ul><ul><ul><li>Forms </li></ul></ul><ul><ul><li>Information technology </li></ul></ul><ul><ul><li>Legislation </li></ul></ul><ul><li>Consultation </li></ul><ul><li>Scoping Document = recommendations </li></ul>
    20. 20. Internal consultation <ul><li>Informal with key experienced staff especially at front line </li></ul><ul><li>Steering Group </li></ul><ul><li>Seminar s </li></ul><ul><ul><li>Presentations by top management </li></ul></ul><ul><ul><li>Workshops </li></ul></ul><ul><ul><li>Feedback </li></ul></ul><ul><ul><li>Follow-up </li></ul></ul><ul><li>Shared understanding & commitment </li></ul>
    21. 21. External consultation <ul><li>Law Society (solicitors) </li></ul><ul><li>Institute of Taxation (tax accountants) </li></ul><ul><li>Roadshow </li></ul><ul><ul><li>Be honest </li></ul></ul><ul><ul><li>Sell benefits… get out there! </li></ul></ul>
    22. 22. How did we do? <ul><li>Successfully delivered </li></ul><ul><li>6 week form turnaround time down to 1-5 days </li></ul><ul><li>Team working, BPR, real self-assessment, new IT, new forms & guidelines, online filing all a success </li></ul><ul><li>Staff pleased with change </li></ul><ul><li>Middle management now convinced </li></ul><ul><li>Customers delighted </li></ul>
    23. 23. Case study 3 ICT enabling transformational customer service
    24. 24. PAYE problems – before… after <ul><li>Too much paper… paper eliminated </li></ul><ul><li>Correspondence channel too time consuming… iC makes it very fast </li></ul><ul><li>Correspondence backlogs… iC helped managers & case workers reduce backlog to acceptable levels </li></ul><ul><li>Inefficient phone systems… major revamp of telephony </li></ul><ul><li>Poor customer service… won national & EU customer service awards </li></ul><ul><li>Staff frustrated… staff delighted </li></ul>
    25. 25. Find best practice <ul><li>Visited & studied other “best of breed” organisations </li></ul><ul><li>Public & private sector </li></ul><ul><li>Got industry analyst advice </li></ul><ul><li>Consulted best ICT brains in civil service </li></ul><ul><li>Asked ourselves what would ‘perfect’ customer service be? …& worked back from that to what was possible </li></ul>
    26. 26. ICT… the key enabler <ul><li>Harness ICT talent </li></ul><ul><li>Be creative </li></ul><ul><li>Look at service from customer’s point of view </li></ul><ul><li>Small business/ICT project team </li></ul><ul><ul><li>Ambitious, pragmatic, can-do attitude </li></ul></ul><ul><ul><li>Quick decision making & support from the top </li></ul></ul><ul><ul><li>Excellent personal relations </li></ul></ul><ul><ul><li>Utilised state-of-the-market ICT technology </li></ul></ul>
    27. 27. The ICT used <ul><li>VoIP telephone system </li></ul><ul><ul><li>Call treatment, voice recognition (incl. PPSN validation), automatic call routing, self service, screen pop enabler </li></ul></ul><ul><li>Web self service </li></ul><ul><ul><li>Most popular self service channel (best for complex transactions) </li></ul></ul><ul><li>SMS text </li></ul><ul><ul><li>Hasn’t caught on for self service… yet </li></ul></ul><ul><li>Integrated Contacts system (iC) </li></ul><ul><ul><li>No paper, instant on-screen retrieval of post, automatic statistics, faster processing, all contacts (incl. email & phone) included, screen pop </li></ul></ul>
    28. 28. Lessons? <ul><li>Learn from best practice elsewhere </li></ul><ul><li>See everything through customer’s eyes </li></ul><ul><li>Aim for an idealised service </li></ul><ul><li>Make use of serious ICT talent </li></ul><ul><li>Be very tough with ICT contractors </li></ul><ul><li>Test ICT applications exhaustively </li></ul><ul><li>Have fallback in place in case ICT fails </li></ul><ul><li>Sell benefits to ICT users </li></ul><ul><li>Train & support ICT users carefully </li></ul>
    29. 29. Conclusions…
    30. 30. How people react - 1 20% 60% 20%
    31. 31. How people react - 2 20% 60% 20% Always resist change Need to be convinced & wait to see which way wind is blowing Actively embrace change
    32. 32. How people react - 3 20% 60% 20% Always resist change Need to be convinced & wait to see which way wind is blowing Actively embrace change Harness them & temper their expectations & must include leadership
    33. 33. How people react - 4 20% 60% 20% Always resist change Need to be convinced & wait to see which way wind is blowing Actively embrace change Main focus of communication & must be won over Harness them & temper their expectations & must include leadership
    34. 34. How people react - 5 20% 60% 20% Always resist change Need to be convinced & wait to see which way wind is blowing Actively embrace change Ignore Main focus of communication & must be won over Harness them & temper their expectations & must include leadership
    35. 35. Kotter’s 8 steps to change (HBR March/April 1995) <ul><li>Establish a sense of urgency </li></ul><ul><li>Form a guiding coalition </li></ul><ul><li>Create a vision </li></ul><ul><li>Communicate the vision </li></ul><ul><li>Empower others to act on the vision </li></ul><ul><li>Plan for & create short term wins </li></ul><ul><li>Consolidate improvements </li></ul><ul><li>Institutionalise new approaches </li></ul>
    36. 36. My top 10 tips <ul><li>Top notch project team </li></ul><ul><li>High quality analysis </li></ul><ul><li>Clear vision </li></ul><ul><li>Inspired leadership (plus a crisis) </li></ul><ul><li>Be political </li></ul><ul><li>Communicate </li></ul><ul><li>Empower change champions </li></ul><ul><li>Reward supporters </li></ul><ul><li>Be pragmatic & get stuck in </li></ul><ul><li>Get quick wins </li></ul>
    37. 37. Finally <ul><li>Change is not easy – most people & organisations resist change </li></ul><ul><li>So… </li></ul><ul><ul><li>Get the analysis & vision right </li></ul></ul><ul><ul><li>Communicate continuously </li></ul></ul><ul><ul><li>But, do not crucify yourself on the cross of perfection </li></ul></ul><ul><ul><li>Learn by doing – start small & build it up </li></ul></ul><ul><ul><li>Be brave, lead from the front </li></ul></ul>
    38. 38. Thank you

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