Masterclass on the International Practices of Managing Change - Day 1
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Masterclass on the International Practices of Managing Change - Day 1 Delivered by Oswaldo Lorenzo

Masterclass on the International Practices of Managing Change - Day 1 Delivered by Oswaldo Lorenzo

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Masterclass on the International Practices of Managing Change - Day 1 Masterclass on the International Practices of Managing Change - Day 1 Presentation Transcript

  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir IMPROVED STRATEGIC MANAGEMENT CAPACITY PROJECT Management of Change: Learning from International Best Practices 7.10.2013 - Ankara
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Agenda Driving Forces and Key Enablers of Change Processes Challenges and Obstacles within the Public Sector The Long Conversation : Aligning the Key Organizational Elements The Long Conversation: Building Key Org. Capabilities
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Driving Forces and Key Enablers of Change Processes
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Driving Forces and Key Enablers of Change Processes Public management reforms are widespread and appear to share many important similarities Source: Nicholas Carr, OECD, Manuel Castells, John Elkington, Manuel Escudero, Oswaldo Lorenzo, Jeffrey Sachs, McKinsey Global Institute
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Public management reforms are widespread and share many important similarities • High-performing government agencies do resemble well-run companies. • Both have worthy goals, well-designed, ITenabled, rational processes, strict accountability, and effective leaders. • Dealing with common obstacles. • Reforms involve learning and this process has to be given time to take place. Source: Nicholas Carr, OECD, Manuel Castells, John Elkington, Manuel Escudero, Oswaldo Lorenzo, Jeffrey Sachs, McKinsey Global Institute
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Driving Forces and Key Enablers of Change Processes Slash major budget deficits fueled by the economic crisis Source: Nicholas Carr, OECD, Manuel Castells, John Elkington, Manuel Escudero, Oswaldo Lorenzo, Jeffrey Sachs, McKinsey Global Institute
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Slash major budget deficits fueled by the economic crisis CONTEXT: • Europe: from Greece to Ireland, Spain to the UK. • Low growth, unemployment rates above 20%, a severe fiscal imbalance, and budget challenges. PREMISE: • Cutting budgets + be prepared for a long period of austerity. • Reducing budget is not enough --) More efficient (keeping service levels) --) public sector simplification ACTIONS: • ITC as key enabler of productivity and competitiveness Source: Nicholas Carr, OECD Manuel Castells, John Elkington, Manuel Escudero, Oswaldo Lorenzo, Jeffrey Sachs, McKinsey Global Institute processes
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Slash major budget deficits fueled by the economic crisis First Cycle: Law 11/2007 on citizens’ rights to electronically access services. This had a strong mobilising effect. However, the multi-channel service delivery strategy enabling citizens to choose their preferred communication and access channels seems to have fallen short of its aims. Learning Second Cycle: Strengthen the use of the most efficient service delivery channels Source: Nicholas Carr, OECD, Manuel Castells, John Elkington, Manuel Escudero, Oswaldo Lorenzo, Jeffrey Sachs, McKinsey Global Institute
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Driving Forces and Key Enablers of Change Processes Public powers are shrinking Source: Nicholas Carr, OECD, Manuel Castells, John Elkington, Manuel Escudero, Oswaldo Lorenzo, Jeffrey Sachs, McKinsey Global Institute
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Public powers are shrinking, but affirm their presence.. • Big part of our daily problems (climate change, humanitarian crisis) cannot be manged by any Nation-state on its own. • Widespread privatizations and a recasting of the public sector. • Budgetary discipline ---) limits to achieve a satisfactory level of services. Source: Nicholas Carr, OECD, Manuel Castells, John Elkington, Manuel Escudero, Oswaldo Lorenzo, Jeffrey Sachs, McKinsey Global Institute
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Driving Forces and Key Enablers of Change Processes Social media are becoming powerful facilitators of civic participation in the public agenda Source: Nicholas Carr, OECD, Manuel Castells, John Elkington, Manuel Escudero, Oswaldo Lorenzo, Jeffrey Sachs, McKinsey Global Institute
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Social media are becoming facilitators of civic participation in the public agenda Source: Nicholas Carr, OECD, Manuel Castells, John Elkington, Manuel Escudero, Oswaldo Lorenzo, Jeffrey Sachs, McKinsey Global Institute
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Driving Forces and Key Enablers of Change Processes We live in a multipolar world
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir We live in a multipolar world …in which emerging countries will increasingly consolidate their presence and decisionmaking power. …this will lead sooner or later to new multilateral global governance arrangements. Source: Nicholas Carr, OECD Manuel Castells, John Elkington, Manuel Escudero, Oswaldo Lorenzo, Jeffrey Sachs, McKinsey Global Institute
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Driving Forces and Key Enablers of Change Processes We live in a crowded planet Source: Nicholas Carr, Manuel Castells, John Elkington, Manuel Escudero, Oswaldo Lorenzo, Jeffrey Sachs, McKinsey Global Institute
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir We live in a crowded planet • Deterioration of the infrastructure: • Could cause a crisis. • USA - Last 10 years: • Airport capacity (+1%) vs. Air traffic (+37%) • Two thirds of the human race will not have enough fresh water within 25 years. (Clarke 2002). • The Extinction Crisis (Hinrichsen & Robey) Source: Nicholas Carr, Manuel Castells, John Elkington, Manuel Escudero, Oswaldo Lorenzo, Jeffrey Sachs, McKinsey Global Institute
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir We live in a crowded planet Minneapolis Bridge Collapse
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Driving Forces and Key Enablers of Change Processes Information Technology is growing exponentially Source: Nicholas Carr, Manuel Castells, John Elkington, Manuel Escudero, Oswaldo Lorenzo, Jeffrey Sachs, McKinsey Global Institute
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Information Technology is growing exponentially Google glass • Assimilation • Use and Exploitation • Adaptation 3D printing
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Information Technology is growing exponentially …wealth, power and knowledge generation are largely dependent on the ability to organize society to reap the benefits of the new technological system Manuel Castells USC Professor
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Information Technology is growing exponentially
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Reflections
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Public Management is really facing “unstructured complexity”
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Challenges and Obstacles within the Public Sector
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Challenges and Obstacles within the Public Sector Limited time for change
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Limited time for change Purpose Organization Cost (resources) Scope Time (schedule)
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Limited time for change Purpose Organization Cost (resources) Modularity Scope Time (schedule)
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Limited time for change Re-assess master plan & re-plan accordingly • Understand trade-offs: time, scope, cost and quality/benefits • Define clear and smaller project milestones • Communicate clearly findings to key stakeholders.
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Challenges and Obstacles within the Public Sector Legal and Regulatory Issues
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Challenges and Obstacles within the Public Sector Less Flexible Workplaces
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Less Flexible Workplaces …bureaucracy constitutes the most efficient and rational way in which human activity can be organized, and that systematic processes and organized hierarchies were necessary to maintain order, maximize efficiency and eliminate favoritism. Source: Max Weber, Wikipedia …bureaucracy as a threat to individual freedom, in which the increasing bureaucratization of human life traps individuals in an "iron cage" of rule-based, rational control.
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Less Flexible Workplaces …bureaucracy constitutes the most efficient and rational way in which human activity can be organized, and that systematic processes and organized hierarchies were necessary to maintain order, maximize efficiency and eliminate favoritism. …bureaucracy as a threat to individual freedom, in which the increasing bureaucratization of human life traps individuals in an "iron cage" of rulebased, rational control. This is mostly nonsense, particularly in today’s hyperchange environment where flexibility is essential Source: Max Weber, Wikipedia
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Challenges and Obstacles within the Public Sector Lack of a performance culture
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Lack of a performance culture • Bureaucracy: “…follow instructions and procedures.” • Lack of skills required to undertake the taks. • Wrong incentives: promotions on the basis of who people know, not what they know. • Lack of definition of what the meaning of success is... • Lack of mission.
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Lack of a performance culture Before Change: • • • OSHA measured success in terms of the number of inspections and fines (sanctions) imposed. Punitive attitude toward business. Employees lose sight of the overall mission.
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Lack of a performance culture After Reform: • • • • Commitment to Mission. “Reducing the number of injuries, illness, and eaths in the workplace.” Goals and metrics related to “the elimination of all preventable workplace ills in ten years.” Literally impossible to achieve --) goal was to stimulate innovative thinking.
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Challenges and Obstacles within the Public Sector Public Accountability
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Public Accountability Penalties for failure are almost always greater than the rewards for exceptional performance
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Challenges and Obstacles within the Public Sector
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir The Long Conversation : Aligning the Key Organizational Elements
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir The Long Conversation: Aligning the Key Organizational Elements 0. Take a comprehensive approach
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir The Long Conversation: Aligning the Key Organizational Elements
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir The Long Conversation: Aligning the Key Organizational Elements Strategy represents the purpose of the organization, in particular the value it intends to create for key stakeholders Structure describes how people & assets are clustered in responsibility centers according to the nature of work, customers, etc. People and culture describe the skills and behaviors of people (including leaders), as well as their values and beliefs. Business processes refers to the activities to be performed and coordinated in order to deliver value to stakeholders. Technology comprises both tangible (systems and equipments) aas well as intangible (knowledge) assets that support processes. Management processes consist of the systems put in place to steer the organization in the direction of its purpose.
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir The Long Conversation: Aligning the Key Organizational Elements The Instituto de Astrofísica de Canarias (IAC) is an internationalized Spanish research centre. It has two headquarters and two observatories set in an environment of excellent astronomical quality, both constituting the European Northern Observatory (ENO) . The Instituto de Astrofísica is the main headquarters and normal workplace of the greater part of its staff. Here, astrophysical research and technical projects are developed. There is also a postgraduate school. The IAC also considers scientific outreach as one of its principal aims. Change Program: Implementating Management Systems and IT to improve process integration and coordination within the organization and with external partners (other European institutions in Italy, Germany, France and the UK.
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir The Long Conversation: Aligning the Key Organizational Elements • Increase in information and material processing capacity. • Standardisation of work. • Higher level of interdependence and integration among tasks. • Knowledge sharing practices MANAGEMENT SYSTEMS & TECHNOLOGY • Project-oriented approach • Use of virtual platforms • Use of ERP software. • Team work culture • Modification of communication models • Changes in recruiting and training procedures or needs • Gains and losses in status PROCESSES Mutual adjustment STRUCTURE PEOPLE • Greater decentralization and autonomy • Greater inter-functional integration • Role definition and incentives based on horizontal models
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir The Long Conversation: Aligning the Key Organizational Elements One of the goals early in the transition should be to identify potential misalignments: • Structure and strategy misalignment. • Skills and strategy misalignment. • Process and strategy misalignment.
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Skills and strategy misalignment Change Program Before: • Processes performed by a local agency After: • Processes performed by third parties. • Integration and performance control managed by the local agency
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Skills and strategy misalignment Change Program Misalignment: Operations Strategy: • Processes performed by third parties. • Integration and performance control managed by the local agency • New Managers’ skills: Orchestration rather than execution. Controlling service levels rather than delivering service levels. Developing and training.
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir The Long Conversation: Aligning the Key Organizational Elements Leaders in government should be prepared to take on the role of organizational engineers
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir The Long Conversation: Aligning the Key Organizational Elements 1. Improve performance against Agency Mission
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Improve performance against Agency Mission Type of Public Organization Mission Examples Performance Objectives/Metrics Service Delivery Provide specified services to the public as efficiently and effectively as possible Health care agencies, Efficient delivery, infrastructure security and integrity, development error minimization programs, financial services, information distribution, social service agencies Analysis and reporting Provide policy makers Treasuries, budget with specified authorities, information and intelligence agencies analysis Accuracy, timeliness, risk management What is my organization’s mission? How is it expected to create public value?
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir The Long Conversation: Aligning the Key Organizational Elements In Government, the fundamental strategic questions concern..: • • • • • The mission of the organization, The interest of all various stakeholders, The regulatory constraints within which you must operate, The extant skills and capabiities of your group, The availability of the resources you need.
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir The Long Conversation: Aligning the Key Organizational Elements 2. Create a Roadmap: Identify performance objectives Set priorities Roll out the change program
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir The Long Conversation: Aligning the Key Organizational Elements Change program must be formally defined in terms of milestones and deliverables, monitoring and tracking the schedules are critical activities to ensure deadlines are met.
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Effort Level Change Program must be… Executing Initiating Planning …formally defined in terms of milestones & deliverables Closing …executing + …monitoring and tracking the schedules Assessing Time
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir The Long Conversation: Building Key Org. Capabilities
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir The Long Conversation: Building Organizational Capabilities
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir The Long Conversation: Building Organizational Capabilities Intelligence Information Effectiveness Coordination Operational Automation
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir ERICSSON: Adaptation Process Building Organizational Capabilities Business Model (Strategy) (Fundaments) Key Enabler (ITC) •Decentralized global company •Decentralized requisition management •Internal capabilities in each area or business process 1998-1999 Key Process Characteristics •Catalogued materials •SAP & B2B Procurement •Centralized management of suppliers. •Independence. 2001 •Consolidation of support processes in shared services •Service culture in back-office departments + •The same electronic purchase-to-pay process for the market unit (PortugalSpain) •E-p2p (new SAP version) •Supplier delivering in more than a country. 2002-2003 •Global company + + •Reduction of local capabilities •Common global purchasing process for MRO •IBX marketplace •Consolidation of subsidiaries and suppliers •Supplier: global contract and local deliveries. •Centralized management of the process. •Outsourcer: IBX.
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir The Long Conversation: Building Organizational Capabilities Collaborative network of key agents/users engaged in collective action-learning and knowledge diffusion
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Social learning: …learning by observing the actions of other people. Agency Top Manager Team Leader Teams or Commitees
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Collaborative network Element Intra-unit team Social network Org. Scope Functional or business units Multi-functional and multi-business Size and cohesiveness Small, closed and tight Large, open, and loose Members Employees affiliated to functional or business unit Users across the organization at all levels. Perspective Depth of dimensional detail, regarding function, product, geography or channel. Breadth of multi-dimensional interdependences Paradigm Variety Low. Social and technological affinity induces shared paradigms among members. High. Paradigms may clash, exposing conflicts and dilemmas. Coordination Role Key user coordinates intra-unit work and learning, connecting it to the larger multidimensional perspective addressed by the social network. Key users participate in crossfunctional action-learning and knowledge diffusion across the social network, informing it with their narrow intra-unit perspective.
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir The Long Conversation: Building Organizational Capabilities Encouraging learning and sharing mastery techniques within the different org. areas
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir The Long Conversation: Building Organizational Capabilities Leading through an involved and developmental style of leadership that creates a supporting atmosphere for learning & exploration
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir The Long Conversation: Building Organizational Capabilities Be a Leader, not a Bureaucrat
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir The Long Conversation: Building Organizational Capabilities Gustavo Dudamel Currently serving as Music Director of both the Simón Bolívar Symphony Orchestra of Venezuela and the Los Angeles Philharmonic. • Energy management • Encourage proper behaviour • People development • Humility and impetus
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir The Long Conversation: Building Organizational Capabilities Changing the collective behaviour of the group changes the culture…
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir The Long Conversation: Building Organizational Capabilities Transitioning from traditional planning and control to management by directed incrementalism
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir The Long Conversation: Building Organizational Capabilities …working on the short and long terms in parallel, you are going to be stronger.
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Change Program must be based on… A structured chronological framework A Development and Learning process
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Change Program must be… Element Description Strategy Bidirectional alignment between organization and the adoption strategy. Automation, coordination and information support opportunities are identified by a discovery process that contains Osmosis, Growth and Adaptation. Strategy is not only deliberate, but also emergent. Leadership Top managers create the appropriate environment for exploring opportunities and learning; this environment is neither directive nor laissez faire but “involved and developmental”. Cross-unit management team stimulates convergence of the learning process. People Key users/agents are catalysts of learning acting as pivots between the deep intra-area perspective in their units and functional domains and the broad interarea perspective of internal and external business processes and systems. Supporting specialists work under a “prototype” mindset. Organizational structure Teams and Social Open Networks combined to provide both depth of dimensional (function, processes) detail, and breadth of multi-dimensional perspective. Effective governance by the cross-unit management team with participation of key users.
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Change Program must be… Element Description Planning and Control Directed incrementalism: a management decision making approach that balances direction (expressed as vision and objectives) with incremental execution. Visions are translated into strategic options and put into practice through action-learning. Fast learning cycles eliminate non promising options and concentrate resources on most promising ones, progressively revealing appropriate transition paths. This approach is key to handle the inherent uncertainty and political context of the Long Conversation. Motivation People motivated by an environment of collaboration, discovery, conjoint design and public recognition of contribution, combined with the satisfaction that results from achieving business value from ES by co-creating a path of small, progressive victories.
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Final Thoughts
  • Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Oswaldo Lorenzo Professor of Management Deusto Business School, Spain Blog: www.longconversation.com @Lorenzooswaldo