Leading Public Service TransformationManchester 8 Nov 2012                                        New?                    ...
“A cardinal principle escapes too manymanagers: you cannot continuously improveinterdependent systems and processes untily...
Role of HR?   Recruit, retain and   motivate the staff necessary to deliver the    business strategy
Role of HR?   Recruit, retain and   motivate the staff       Drive sustained high necessary to deliver the       performan...
Sumantra Ghoshal     Tough:     stretch, discipline
Sumantra Ghoshal     Tough:                Tender:     stretch, discipline   trust, support
Four kinds of culture: 1. FragmentedNeither tough nor tender
Four kinds of culture: 1. FragmentedNeither tough nor tenderCharacteristicsWeak corporate ambitionAllegiance to professi...
Four kinds of culture: 1. FragmentedNeither tough nor tenderCharacteristicsWeak corporate ambitionAllegiance to professi...
Four kinds of culture: 2. SmugTender but not tough
Four kinds of culture: 2. SmugTender but not toughCharacteristicsMuddled/complacent ambitionOver-concern with employee c...
Four kinds of culture: 2. SmugTender but not toughCharacteristicsMuddled/complacent ambitionOver-concern with employee c...
Four kinds of culture: 3. BrutalTough but not tender
Four kinds of culture: 3. BrutalTough but not tenderCharacteristicsUnrealistic/unjust performance demandStrong sense of ...
Four kinds of culture: 3. BrutalTough but not tenderCharacteristicsUnrealistic/unjust performance demandStrong sense of ...
Four kinds of culture: 4. AdaptiveTough and tender
Four kinds of culture: 4. AdaptiveTough and tenderCharacteristicsBold but credible ambitionValues-drivenSurvive/prosper...
Four kinds of culture: 4. AdaptiveTough and tenderCharacteristicsBold but credible ambitionValues-drivenSurvive/prosper...
Ghoshal model                high   3. Brutal                      4. Adaptive                                            ...
Ghoshal model                high   Brutal                          Adaptive                                              ...
What determines how organisations behave? 1.    ? 2.    ? 3.    ? 4.    Criteria for recruitment, promotion, dismissal 5. ...
What determines how organisations behave? 1.    What leaders pay attention to, measure, reward and control 2.    How leade...
HR’s dangerous agenda!1.Build the self-awareness and leadership capacity of the senior group   and challenge inimical beha...
HR’s dangerous agenda!1.Build the self-awareness and leadership capacity of the senior group   and challenge inimical beha...
HR’s dangerous agenda!1.Build the self-awareness and leadership capacity of the senior group   and challenge inimical beha...
“A withered and castrated remnant of what used to be a vigorous and independent part of British life”                     ...
Heseltine- Devolve £50 billion of public spending- Unitary local government- More mayors- Pay private sector levels for ne...
The challenge now for councils1.See a new role and model for doing business
The challenge now for councils1.See a new role and model for doing business2.Get to it with the left side of the brain: ie...
The challenge now for councils1.See a new role and model for doing business2.Get to it with the left side of the brain: ie...
What’s the new role? ‘deficit’is a bottomless pit No amount of further belt-tightening will close the gap National gove...
What’s the new role?
What’s the new role?1.Better to address the whole, not just the presenting issue
What’s the new role?1.Better to address the whole, not just the presenting issue2.Better to prevent than to cure
What’s the new role?1.Better to address the whole, not just the presenting issue2.Better to prevent than to cure3.Economic...
What’s the new role?1.Better to address the whole, not just the presenting issue2.Better to prevent than to cure3.Economic...
What’s the new model?
What’s the new model?   Concern with all outcomes for the place
What’s the new model?   Concern with all outcomes for the place   Mobilise all available means to the goal
What’s the new model?   Concern with all outcomes for the place   Mobilise all available means to the goal   Commission...
What’s the new model?   Concern with all outcomes for the place   Mobilise all available means to the goal   Commission...
Making connections: three levels  Level 1Involve staff in  improving   services
Making connections: three levels                       Level 2  Level 1                   Involve citizens in             ...
Making connections: three levels                                               Level 3                       Level 2  Leve...
Inside the box Leader/Cabinet as tellers of the story for the place Ward councillors as catalysts of stronger communitie...
Left brain                                Scenario     R&I        Epidemiology                                planning    ...
Right brain                               Think corporate,        Dissolve                 not service      professional  ...
The journey- What’s the story?- Big bang or slow evolution?- What level of effort is needed?- Stick or carrot?- Structural...
Ask the question!Where do we want to be in five years and how will we get there?
“Only connect the prose and the passion, and both will beexalted, and human love will be seen at its height. Live infragme...
Title/Subtitle - Myriad Pro Italic pt size35• Myriad Pro regular - light blue/grey - pt size 17• ad sub-points on this sub...
PPMA National Service Debate at CIPD Conf 8 Nov 2012 - Stephen Taylor
PPMA National Service Debate at CIPD Conf 8 Nov 2012 - Stephen Taylor
PPMA National Service Debate at CIPD Conf 8 Nov 2012 - Stephen Taylor
PPMA National Service Debate at CIPD Conf 8 Nov 2012 - Stephen Taylor
PPMA National Service Debate at CIPD Conf 8 Nov 2012 - Stephen Taylor
PPMA National Service Debate at CIPD Conf 8 Nov 2012 - Stephen Taylor
PPMA National Service Debate at CIPD Conf 8 Nov 2012 - Stephen Taylor
PPMA National Service Debate at CIPD Conf 8 Nov 2012 - Stephen Taylor
PPMA National Service Debate at CIPD Conf 8 Nov 2012 - Stephen Taylor
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PPMA National Service Debate at CIPD Conf 8 Nov 2012 - Stephen Taylor

  1. 1. Leading Public Service TransformationManchester 8 Nov 2012 New? Your job Stephen Taylor
  2. 2. “A cardinal principle escapes too manymanagers: you cannot continuously improveinterdependent systems and processes untilyou progressively perfect interdependent,interpersonal relationships.” Stephen Covey
  3. 3. Role of HR? Recruit, retain and motivate the staff necessary to deliver the business strategy
  4. 4. Role of HR? Recruit, retain and motivate the staff Drive sustained high necessary to deliver the performance business strategy
  5. 5. Sumantra Ghoshal Tough: stretch, discipline
  6. 6. Sumantra Ghoshal Tough: Tender: stretch, discipline trust, support
  7. 7. Four kinds of culture: 1. FragmentedNeither tough nor tender
  8. 8. Four kinds of culture: 1. FragmentedNeither tough nor tenderCharacteristicsWeak corporate ambitionAllegiance to profession, function, department or locality atexpense of the organisation as a wholeSurvive/prosper by aligning with the strongest group
  9. 9. Four kinds of culture: 1. FragmentedNeither tough nor tenderCharacteristicsWeak corporate ambitionAllegiance to profession, function, department or locality atexpense of the organisation as a wholeSurvive/prosper by aligning with the strongest groupSymptomsPatchiness/variabilityPower struggles, internal politics‘Highest common factor’ decisions
  10. 10. Four kinds of culture: 2. SmugTender but not tough
  11. 11. Four kinds of culture: 2. SmugTender but not toughCharacteristicsMuddled/complacent ambitionOver-concern with employee contentment/wellbeingSurvive/prosper by being in the clique
  12. 12. Four kinds of culture: 2. SmugTender but not toughCharacteristicsMuddled/complacent ambitionOver-concern with employee contentment/wellbeingSurvive/prosper by being in the cliqueSymptomsTolerance of mediocre standards and poor performanceDismissive of new ideas and external challenge‘We’re all right Jack’ attitude
  13. 13. Four kinds of culture: 3. BrutalTough but not tender
  14. 14. Four kinds of culture: 3. BrutalTough but not tenderCharacteristicsUnrealistic/unjust performance demandStrong sense of hierarchySurvive/prosper by being the hard man/woman
  15. 15. Four kinds of culture: 3. BrutalTough but not tenderCharacteristicsUnrealistic/unjust performance demandStrong sense of hierarchySurvive/prosper by being the hard man/womanSymptomsWitch hunts, blameStiff, formal internal relationshipsFear, anxiety, stress, burn-out
  16. 16. Four kinds of culture: 4. AdaptiveTough and tender
  17. 17. Four kinds of culture: 4. AdaptiveTough and tenderCharacteristicsBold but credible ambitionValues-drivenSurvive/prosper through your contribution to the team
  18. 18. Four kinds of culture: 4. AdaptiveTough and tenderCharacteristicsBold but credible ambitionValues-drivenSurvive/prosper through your contribution to the teamSymptomsOpen, honest, funOutward-looking and future-orientedHigh and focussed investment in people
  19. 19. Ghoshal model high 3. Brutal 4. Adaptive highToughstretch, discipline low 1. Fragmented 2. Smug low high Tender trust, support
  20. 20. Ghoshal model high Brutal Adaptive highToughstretch, discipline low Fragmented Smug low high Tender trust, support
  21. 21. What determines how organisations behave? 1. ? 2. ? 3. ? 4. Criteria for recruitment, promotion, dismissal 5. Formal and informal socialisation 6. Recurring systems and procedures 7. Organisation design and structure 8. Physical workspace 9. Stories and myths about key people and events 10. Values statements, charters, creeds, ethics codes Ed Schein, MIT
  22. 22. What determines how organisations behave? 1. What leaders pay attention to, measure, reward and control 2. How leaders react to critical incidents 3. Employees imitating their leaders 4. Criteria for recruitment, promotion, dismissal 5. Formal and informal socialisation 6. Recurring systems and procedures 7. Organisation design and structure 8. Physical workspace 9. Stories and myths about key people and events 10. Values statements, charters, creeds, ethics codes Ed Schein, MIT
  23. 23. HR’s dangerous agenda!1.Build the self-awareness and leadership capacity of the senior group and challenge inimical behaviour
  24. 24. HR’s dangerous agenda!1.Build the self-awareness and leadership capacity of the senior group and challenge inimical behaviour2.Hardwire the intended culture into the framework of the organisation
  25. 25. HR’s dangerous agenda!1.Build the self-awareness and leadership capacity of the senior group and challenge inimical behaviour2.Hardwire the intended culture into the framework of the organisation3. Design the future organisation and plan the journey to it
  26. 26. “A withered and castrated remnant of what used to be a vigorous and independent part of British life” Ferdinand Mount ‘The New Few’, Simon & Schuster 2012
  27. 27. Heseltine- Devolve £50 billion of public spending- Unitary local government- More mayors- Pay private sector levels for necessary skills (3x)- ‘Mobilise the skills of provincial England’
  28. 28. The challenge now for councils1.See a new role and model for doing business
  29. 29. The challenge now for councils1.See a new role and model for doing business2.Get to it with the left side of the brain: ie comprehend it
  30. 30. The challenge now for councils1.See a new role and model for doing business2.Get to it with the left side of the brain: ie comprehend it3.Get to it with the right side of the brain: ie want it
  31. 31. What’s the new role? ‘deficit’is a bottomless pit No amount of further belt-tightening will close the gap National government won’t solve the problem
  32. 32. What’s the new role?
  33. 33. What’s the new role?1.Better to address the whole, not just the presenting issue
  34. 34. What’s the new role?1.Better to address the whole, not just the presenting issue2.Better to prevent than to cure
  35. 35. What’s the new role?1.Better to address the whole, not just the presenting issue2.Better to prevent than to cure3.Economic growth reduces demand on public services
  36. 36. What’s the new role?1.Better to address the whole, not just the presenting issue2.Better to prevent than to cure3.Economic growth reduces demand on public services4.Strong communities are a foundation for the above
  37. 37. What’s the new model?
  38. 38. What’s the new model? Concern with all outcomes for the place
  39. 39. What’s the new model? Concern with all outcomes for the place Mobilise all available means to the goal
  40. 40. What’s the new model? Concern with all outcomes for the place Mobilise all available means to the goal Commission the strengthening of communities
  41. 41. What’s the new model? Concern with all outcomes for the place Mobilise all available means to the goal Commission the strengthening of communitiesProvide services Make connections
  42. 42. Making connections: three levels Level 1Involve staff in improving services
  43. 43. Making connections: three levels Level 2 Level 1 Involve citizens in reshapingInvolve staff in services improving services
  44. 44. Making connections: three levels Level 3 Level 2 Level 1 Build communities to Involve citizens in reduce the need reshaping for servicesInvolve staff in services improving services
  45. 45. Inside the box Leader/Cabinet as tellers of the story for the place Ward councillors as catalysts of stronger communities CMT as a team of programme commissioners Officers with a new set of skills and behaviours
  46. 46. Left brain Scenario R&I Epidemiology planning CommunitySocial media Joint ventures assets Unit costing Contract Programme design evaluation
  47. 47. Right brain Think corporate, Dissolve not service professional boundaries Involve the Put the team first citizenLook ahead, act strategically Search for new ideas
  48. 48. The journey- What’s the story?- Big bang or slow evolution?- What level of effort is needed?- Stick or carrot?- Structural change?- Who’s on the bus and who needs to go?- Will members play ball?- What is a reasonable timescale?- How do we know we are succeeding?- How can we take staff with us?- How to cope with the personal wear and tear?
  49. 49. Ask the question!Where do we want to be in five years and how will we get there?
  50. 50. “Only connect the prose and the passion, and both will beexalted, and human love will be seen at its height. Live infragments no longer.” E M Forster, Howards End, 1910
  51. 51. Title/Subtitle - Myriad Pro Italic pt size35• Myriad Pro regular - light blue/grey - pt size 17• ad sub-points on this sub-title page• possibility to ad points on this sub-title page

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