leadership

1. Capacity development strategies:
let the evidence speak
Technical Panel B
Leadership development and
institutionnal reform and change
Monday, november, 15 16th.30 hrs
Hamam Abdellatif
General director
Prime Ministry
Tunisia

2. I came
from
Tunisia

3.  A small country
 3000 years history
 An «emerging» economy
 A growing demand for modernisation
 A strong need for an innovative and
compétitive public service

4. What I’m
suggesting to
share with
you?

5. Main challenges
 Have a right understanding of the new
complexity of managing public organisation
 Make the change happens
 Build a professional civil service system and
a competitive public administration
 Better link between career development and
leadership development: the right leader in
the right position

6.  Equal access to men and women to the top
management
 Give an appropriate attention to the local
administration
 Build an information-based public
organisation
 Move from an individual learning process
to an organisationnel learning culture

7. Major difficulties
 Change = risk
 Real needs and real priorities?
 Poor incentive system
 Wrong perception: training is a cost not an
investment
 Limited follow up
 Self satisfaction

8. Lessons learned
 Institutionnal reform takes time
 Political support is imperative
 Leadership role is vital for any successful
change

9.  Need for a clear message about
institutionnal reform
 Getting the message accepted
 Small steps, smal wins strategy: a
reasonnable way to go from here to there
…

10. Key to success
 Successful reform does not just happen by
itself, it depends on leaders
 Sustainable culture change
 Vision: authentic, clear, challenging,
inderstandable, acheavable and shared

11.  Clear road map: where are we and where
we need to be?
 Constant and credible communication
 Leading by example, accepting personnal
responsability
 See things as they really are