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Transformative Change Initiatives – How to Thrive not just Survive – Holliday

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Government Technology NY IT LF presentation - Transformative Change Initiatives – How to Thrive not just Survive - by Dr. Trish Holliday

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Transformative Change Initiatives – How to Thrive not just Survive – Holliday

  1. 1. Transformative Change Initiatives How to Thrive not just Survive! Dr. Trish Holliday Assistant Commissioner and State Chief Learning Officer, Tennessee Department of Human Resources James Dowling Executive Change Management Consultant Abreon Jennifer Walden Senior Manager, Health & Public Service Accenture
  2. 2. Dr. Trish Holliday Assistant Commissioner & State Chief Learning Officer Tennessee Department of Human Resources
  3. 3. The dynamic national public and private sector environments are facing an unprecedented set of talent challenges. National WorkforceChallenges • Agingworkforce • Globalization • War fortalent • Lowemployeeengagement • Mobileand diverseworkforce • Lackof newrecruiting/sourcingtechniques • Lackof newtechniquesfor employeeengagement andmotivation • Skillsshortagesin keyroles • Anticipatedhighturnover ofMillennials
  4. 4. Change Strategy Traditional Organization • Focused on customer complaints • Impacted by structure and tradition • Outdated recruitment and retention practices • Stifled creativity • Limited participation in learning and growth • Limited trust –denial, blame, excuses Learning Organization • Creates customer responsive workforce • Adapts to changing culture • Attracts and retains a talented committed workforce • Embraces diversity and innovation • Promotes emphasis on learning and growth • Builds a more accountable workforce
  5. 5. Previous State: Antiquated CurrentState: Transforming Future State: Transformed • Utilized Talent Management Model and System • Aligned leadership Competencies for state agencies and roles • Identified best practices for hiring top talent • Established recognition and reward practices • Valued relevant internal and external leadership development opportunities T.E.A.M. Act Tennessee Excellence, Accountability and ManagementAct • Recruit • Retain • Reward Focus on leadership development Governor’s Priorities: Jobs & Economic Development; Education & Workforce Development; Fiscal Strength & Efficient Government; Health & Welfare; PublicSafety Governor’s Vision: “To become the number one state in the southeast for high quality jobs” • Cumbersome business processes • Job Classifications did not reflect current business needs • Limited employee engagement • Inconsistent learning and development • “Silo” mentality • Tenure-driven employment practices
  6. 6. James Dowling Executive Change Management Consultant Abreon
  7. 7. Transformative Change Initiatives – How to Thrive, Not Just Survive by James Dowling March 15, 2017 NY IT Leadership Conference
  8. 8. Your Presenter Jim Dowling Retired in Service - Operational Capability Architect and General Contractor IT Leadership Learning Forum Leader Retired – Executive Organizational Change Management Consultant. The Abreon Group Retired – VP Consulting Services – Accelare, Inc. Former Partner & Organization & Leadership Performance Development, The RBL Group Former, Founding Executive and Continual Business/IT Alignment Practice Lead, Technology Evaluation Centers, Inc. & TechnologyEvaluation.com Retired – CIO, Bose Corporation
  9. 9. Ask Yourselves this Question How is each system within your organization helping or hindering the desired change? Change Leadership Internal Systems of Measurement Individual and Team Performance Management Rewards & Recognition Culture – Behaviors & Focus on Optimization
  10. 10. Sustainable Change – In Action A case and insights from The State of Massachusetts and Accelare, Inc. - Enterprise Fitness 10
  11. 11. The Visible Problem!
  12. 12. A New Queueing Model – A Non-Tech Solution • Orange: Technology laggard, high-touch, more easily confused; C-Sat: clarity, assistance, direction • 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- service • Interaction: Helpful, no jargon, “your pace”, individualized • Learning: Case reviews, daily adjustments, cross service center sharing • Approach: Service delivery and work experience improvement can be one goal • Preparation: Learning laboratories; practice, peer reviews and coaching
  13. 13. Daily Dashboard – Metrics that Matter
  14. 14. Simplify > Standardize > Stabilize > Improve > Automate > Improve
  15. 15. New Process, Wayfinding, Flow, Roles & Behaviors
  16. 16. 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 flexible new business model 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 to implement State and Federal mandates a. Deliver Real ID and related services b. Expand our ability to deliver additional credentials, privileges and services for the Commonwealth 3. Build a Can-Do culture 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 in customer satisfaction 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 channels /grow OOB a. Deliver My RMV self managed account for both B2C and B2B channels b. Expand 3rd party/partner service channels Goals Objectives

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