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Launching energy.gov v4

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This deck describes the process of change management at a large enteprise in the late 1990s when we flipped doe.gov to become energy.gov

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Launching energy.gov v4

  1. 1. Launching energy.gov The experience of change in a large Department
  2. 2. A Roadmap for Change on the Web  Branding  Politics & Marketing in Public Arena & Bureaucracy as Enablers  Creating Flexibility in an Inflexible Environment  Developing  The Horizontal Management Structures Alchemy of Content Synergies  Feedback Mechanisms: Listen/Reward
  3. 3. Branding & Marketing in a Public Service Environment  Define the problem, own the solution  Public confidence in government is down  Society is over-communicated; how to be heard in an overcrowded marketplace?  Positioning your product; what are you selling?  Define your audience broadly  The power of the name
  4. 4. Politics and Bureaucracy as Enablers  Start at the top  Accept the natural roles of appointees & careers  Leverage existing talent and ideas  Compromise: analyze, address and then move on
  5. 5. Creating Flexibility in an Inflexible Environment: “Our Drivers” Copyright 1999 United Features Syndicate, Inc.
  6. 6. Creating Flexibility in an Inflexible Environment: Our “Drivers”  VISION…A secretarial initiative (without it: confusion)  SKILLS…assembling a staff, institutional partners and a “forum” (without it: anxiety)  INCENTIVES…getting customer feedback, top down & bottom up drivers (without it: gradual change)  RESOURCES…managing our capacity to do the right job and do it well (without it, frustration)
  7. 7. Creating Flexibility in an Inflexible Environment: Our “Drivers”  ACTION PLAN: 5 stages for energy.gov 1. Customer input and benchmarking 2. Navigation and design choices 3. Content and Information Architecture 4. Test externally /vet internally: nothing’s perfect 5. Don’t forget governance and rollout strategy Without an ACTION PLAN you get false starts
  8. 8. Creating Flexibility in an Inflexible Environment: Our “Drivers”
  9. 9. Developing Horizontal Management Structures: Why?  Management acknowledges there are too many topics, too little knowledge, too few staff  Integrate multi-discipline subject experts into operating processes  Stratified group participation  Goal: focused participation & leadership within each strata
  10. 10. Developing Horizontal Management Structures: How?  Flatter – mgt. replaces vertical structure See the charter and learn more about our Web Council at http://www.energy.gov/webcouncil A split focus; portal management + e-gov  Recruit members by engaging your experts – content owners, knowledge workers, webmasters  Offer – value issues briefings and a resource for CIOs/programs heads  Be transparent: meetings are open to all
  11. 11. Options
  12. 12. Options
  13. 13. Plus More Options
  14. 14. Equal Next Generation: www.energy.gov
  15. 15. The Alchemy of Content Synergies  Display best value on the web, in a hierarchical framework that makes good sense to customers  Balance the desire to advertise with a portal approach that lets customers move quickly  Recognize that customers need multiple “doorways” to find what they’re seeking
  16. 16. The Alchemy of Content Synergies  Be selective and surface your gems…a “gold diggers club” can get you started.  Adopt an empowerment strategy, internally and externally, that pushes responsibility down to content owners.  Ferret out usability issues and modify site accordingly.  Tour our site! http://www.energy.gov/
  17. 17. Feedback Mechanisms – Listen/Reward Copyright 1999 United Features Syndicate, Inc.
  18. 18. Feedback Mechanisms – Listen/Reward  Develop and maintain a site scorecard – Employ statistical trend analysis – Measure developmental concepts – Include laws and policies – they have a purpose  Internally: – acknowledge content owners Letters of praise, plaques, “best of” graphics  Externally: – acknowledge comments & critics Segment user comments i.e. consumers, stakeholders, etc.
  19. 19. The Balance Sheet LAST GENERATION:  Under-informed employees;  Under-developed products & markets  A negative public image  Lack of employee commitment/goodwill  Under-performing technology  Angry, alienated customers THIS GENERATION:  Flatter (fewer layers)  Agile and autonomous units  Oriented toward creating niche markets  Accents quality and service  Quality = clear and accurate information  A strong sensing system for receiving info from all parts  Management is info driven and access to info is widely shared
  20. 20. The Goal: Consumer Value It is easy nowadays to remember anything so contrary to all appearances as that officials are the servants of the public; and the official must try not to foster the illusion that it is the other way around. -- Sir Ernest Gowers, British Public Servant, 1948
  21. 21. Questions? Stay in Touch…. KATHY MCSHEA kathy@mcshea.net

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