Voting requirements, medicines, immigration, airport security….. All driving more traffic & transactions & cost & citizen dissatisfaction.
But… it is not about vehicles and operators. It is about exploding diversity of needs, criteria and conditions.
Measurements demonstrate short transaction times but long and growing transaction readiness times.
Multiple queues to separate commercial (simple) from non-commercial customers.
Training & Post Implementation measurements focused on process, behaviors and continuous process improvement with near-immediate feedback to staff.
Note: “No Jargon”
Some hard measures of staffing, traffic and wait times.
Note: reduction in unplanned turnover and absenteeism.
Continuous improvement activities and results prove that the transformation has taken hold.
“Door Advocate” makes sure that customers are “Transaction Ready” before going to a CSR. Check-In Stations relocated upstream to feed wayfinding.
Qmatic revised & redeployed with visual indicators – Note: “No cell phones” changed to “No calls”
Lower our operational risks and costs Replace aging ALARS core Identity, License and Registration/Title System with a contemporary COTS platform Expand Services (and revenues) Increase rigor and portfolio of Secure ID Services to include Real ID, Gun License, other state, municipal and private Secure ID services Improve and expand Registration, Titling and Asset Tracking Services – to include other vehicles and areas where titling pedigree is critical Expand and improve Enforcement Services Build Online Self-Serve Accounts Consumer Branch for majority of Consumer Transactions including Consumer 360 Account Build Online Commercial Branch for majority of B2B and Commercial accounts and Business Partners including Commercial 360 Account Lead the Industry in Customer Service Dramatically improve Customer Call Center performance Improve In-Branch Services (War on Wait Times) – serve 90% of in branch customers in <30 minutes. Build testing capacity for <15 day scheduling wait times Build a High-Performance Organization Through broad adoption of Agile/Scrum techniques, new performance dashboards, staff development programs
Transformative Change Initiatives – How to Thrive not just Survive – Dowling
Transformative Change Initiatives – How to Thrive, Not Just
by James Dowling
March 15, 2017
Retired in Service - Operational Capability Architect and General Contractor
IT Leadership Learning Forum Leader
Retired – Executive Organizational Change Management Consultant. The
Retired – VP Consulting Services – Accelare, Inc.
Former Partner & Organization & Leadership Performance Development, The
Former, Founding Executive and Continual Business/IT Alignment Practice
Lead, Technology Evaluation Centers, Inc. & TechnologyEvaluation.com
Retired – CIO, Bose Corporation
Ask Yourselves this Question
How is each
Internal Systems of Measurement
Individual and Team Performance Management
Rewards & Recognition
Culture – Behaviors & Focus on Optimization
Sustainable Change – In Action
A case and insights from The State of Massachusetts
and Accelare, Inc. - Enterprise Fitness
A New Queueing Model – A Non-Tech Solution
• Orange: Technology
laggard, high-touch, more
easily confused; C-Sat:
• Green line: Technology
savvy, at registry only
because they have to be;
low-touch, visited website
before coming to the
registry; C-Sat: speed,
efficiency, control, self-
• Interaction: Helpful, no
jargon, “your pace”,
• Learning: Case reviews,
daily adjustments, cross
service center sharing
• Approach: Service
delivery and work
can be one goal
• Preparation: Learning
peer reviews and coaching
New Process, Wayfinding, Flow, Roles & Behaviors
Ongoing Strategy – Shed, Extend, Improve & Acquire Tech and
Non-Tech Capabilities – Optimization Focus
We serve Massachusetts residents, businesses, and partners by issuing Real IDs, credentials
and privileges as well as upholding the laws for driver and vehicle safety.
2. Deliver a
and core system
a. Deliver simple, efficient and durable ATLAS business model and technical platform ahead
of planned schedule and budget
b. Convert from ALARS to ATLAS without service disruptions or performance declines
c. Leverage a COTS platform to allow for cost effective upgrades and 15+ years of useful life
d. Make Quincy paperless
5. Increase capacity
State and Federal
a. Deliver Real ID and related services
b. Expand our ability to deliver additional credentials, privileges and services for the Commonwealth
3. Build a
a. Build a customer focused, mindful culture of accountability
b. Improved Employee engagement, morale
c. Be recognized as a role model for other MA Agencies
d. Master S2E, Process Management, BPR and Scalable Agile/Scrum
e. Implement a culture of servant leadership and high-performance
1. Be recognized as
the industry leader
a. Build industry leading self-managed account structure for both retail and commercial customers
b. Optimize branch locations, service-mix, wayfinding and in branch experience
c. Move as many transactions as possible to self-service or third party channels and out of the branches
d. #1 in 2017 AAMVA Service Awards
4. Expand 3rd party
a. Deliver My RMV self managed account for both B2C and B2B channels
b. Expand 3rd party/partner service channels