Revenue Case Study Norman Gillanders

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Revenue Case Study Norman Gillanders

  1. 1. Background – Piloting a new Organisational Structure <ul><li>My own background. </li></ul><ul><li>2. Long planning process – needed to move on. </li></ul><ul><li>Volunteered in 2000 – given job in 2001. </li></ul><ul><li>Selected team – started work in May 2001. </li></ul><ul><li>- based in Kilkenny </li></ul><ul><li>- had other job in Dublin. </li></ul><ul><li>Cultural background </li></ul><ul><li>- C&E </li></ul><ul><li>- Taxes </li></ul><ul><li>- General unease about change </li></ul>
  2. 2. Scale of Things <ul><li>Original Extended </li></ul><ul><li>Staff 500 750 </li></ul><ul><li>Locations 14 22 </li></ul><ul><li>Counties 6 9 </li></ul><ul><li>Employees 160,000 220,000 </li></ul><ul><li>Businesses 54,000 105,000 </li></ul>
  3. 3. The First Round of Work <ul><li>Brainstorming and Project Plan. </li></ul><ul><li>Inventories. </li></ul><ul><li>Consultation – formal and informal. </li></ul><ul><li>Design blueprints – options discussed. </li></ul><ul><li>Plan to Revenue MAC in October 2001. </li></ul>
  4. 4. The Plan – High Level Design <ul><li>Set-out design constraints. </li></ul><ul><li>Proposed new structures. </li></ul><ul><li>Proposed one important principle-flexibility. </li></ul><ul><li>Radical re-organisation of case base. </li></ul><ul><li>Accepted. </li></ul>
  5. 5. 2002 – Key Year <ul><li>Early part – intensive IR-national. </li></ul><ul><li>We concentrated on communications. </li></ul><ul><li>Took over resources/Business Plans-July. </li></ul><ul><li>Detailed design in November 2002. </li></ul><ul><li>Full structure phased in across country in 2003. </li></ul><ul><li>Region “gifted” three more counties </li></ul>
  6. 6. Issues <ul><li>Combine vision and communications, with </li></ul><ul><li>Careful attention to detail. </li></ul><ul><li>Repeat, Repeat, Repeat ….. ….. …..Assurance </li></ul><ul><li>Open communications, structured, consistent. </li></ul><ul><li>Team was crucial. </li></ul><ul><li>Resilience and stubborness! </li></ul><ul><li>No new permanent state – change is the norm! </li></ul>
  7. 7. Are we Finished – No! <ul><li>Better links between National HQ and Regions. </li></ul><ul><li>New risk management system. </li></ul><ul><li>Solve customer service problems. </li></ul><ul><li>Continuity as people retire. </li></ul><ul><li>Refurbish our technical capacity. </li></ul>
  8. 8. Why did I Volunteer? <ul><li>I believed in need for new structure! </li></ul><ul><li>Sensed supporting coalition on MAC. </li></ul><ul><li>Sensed “political” need for change. </li></ul><ul><li>Challenge – why be an Assistant Secretary unless you make a difference? </li></ul><ul><li>Risk-tolerant: Comfortable with ambiguity. </li></ul><ul><li>Tapped into institutional support and other teams. </li></ul>
  9. 9. <ul><li>China Story. </li></ul><ul><li>Breakthrough change. </li></ul><ul><li>Change experienced as bereavement. </li></ul><ul><li>Eating the Dogs. </li></ul>

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