This document summarizes a specialized international session on public administration. It discusses how change is possible within public services using case studies of the Bibliothèque Nationale de France (BNF) and the Office National des Forêts (ONF). The document outlines that crisis is an effective agent for change in public organizations. It also introduces a framework for analyzing organizational resilience and the capacity to absorb disturbances while retaining function and identity.
Here is my published article from Performance Improvement that netted me the final credit for a Master's in Instructional and Performance Technology along with a speaking engagement in Ireland. The Six-P is a holistic framework developed by one of my professors at Boise State University, Dr. Anthony Marker and some of his graduate students.
Here is my published article from Performance Improvement that netted me the final credit for a Master's in Instructional and Performance Technology along with a speaking engagement in Ireland. The Six-P is a holistic framework developed by one of my professors at Boise State University, Dr. Anthony Marker and some of his graduate students.
Herramienta de diagnóstico de organizaciones en un marco de autogestión, que aplica las mismas leyes funcionales que describen la viabilidad de los sistemas biológicos. Jerarquías subsidiarias, autogestión a todos los niveles y adaptación a un entorno que cambia rápidamente, son algunas de sus características. Ha sido utilizado con gran éxito desde su descubrimiento, hecho por Stafford Beer en la década de los '70.
Investing in Embedded Intangibles to Enhance Solvent Demand at the Base-Of-Py...Global Risk Forum GRFDavos
GRF One Health Summit 2012, Davos: Presentation by Prof. David Dror - Chairman - Micro Insurance Academy / Hon. Professor of Health Insurance in Low-Income Countries - Erasmus University Rotterdam
In the "Software Drives" study conducted by Kugler Maag Cie last year the participants identified becoming an agile organisation as one of the preconditions to successfully meeting the challenges facing the automotive industry between now and 2030. Yet is quite difficult to even make simple changes to a common work process, such that this is actually adopted smoothly and the use, learn, revise cycle runs sustainably. Gallup research, among others, suggests that 87% of staff are only physically present at work. (Gallup 2016b) This is the level of engagement at steady state. An attempt at changing work practices on the other hand, may produce an 80% resistance, even if the change appeared a logical simplification.
It is the authors’ view that the traditional reductionist understanding of organisations in an industry as traditional as automotive is at the heart of the problem. Instead the authors recommend using organic models to understand organisations as living entities. This is not a new approach. Ariel De Geuss, then at Shell, was able to answer the question of why certain companies live so much longer than others using such an approach. His book is aptly entitled "The Living Company." (Geus 2002) We advocate a similar starting point. What insights can evolutionary and systems biology together with our knowledge about ecosystems give us about the formation and evolution of a corporate culture and how to “nudge” this evolution on the right track.
Treating companies as highly complex organisms, higher lifeforms, means that they are organized from cooperating and co-creating other, less complex organisms. This model has great advantages. Living things are not subject to entropy, and they are never static. "Change is the capacity for life", Margaret (Wheatley 2010) Adaptability and embracing change are capabilities that are at the core of agile organisations. Living organizations are agile. Living organizations are more than the sum of their parts – the wave is the sea. (Jäger and Quarch 2000) Suddenly the issue of motivation and engagement disappears.
Why is board governance one of the most common and persistent problems for nonprofits? Many in the sector have come to the realization that the problem is with the traditional governance model itself and new models are urgently needed. This workshop presents a new governance framework, which has been nationally recognized as one of the true innovative developments in the field. Community-Engagement Governance™ is an innovative and effective framework that includes an organization’s stakeholders in key governance decisions for an organization’s future. It is an approach in which governance responsibility is shared among the key sectors of an organization, including its constituents and community, staff, and board to ensure community impact, responsiveness to constituent needs, and high quality decision-making. Participants will learn about this new framework and tools to help them adapt it to their own organization and communities.
Running head SWOT ANALYSIS1SWOT ANALYSIS5Unit.docxtoltonkendal
Running head: SWOT ANALYSIS 1
SWOT ANALYSIS 5
United Nations, Food, and Agriculture
Institutional Affiliation
SWOT Analysis
Introduction
The reform that is needed within the United Nations, Food, and Agriculture Organization is necessary as it will have to accommodate the recent changes in climatic conditions as well as the organization’s dynamically changing internal environment. The organization has been seeking to widen its services but with an increase in demand and capacity, the population of the world, it has become overwhelmed (Jachertz, 2012). Nonetheless, with the use of the SWOT analysis, the planning tool will evaluate the strengths, weaknesses, opportunities, and threats in any situation. The analysis always begins by understanding the objectives of the organization as previously mentioned (Carroll, & Buchholtz, 2014). This is then followed by the identification of internal and external factors that will either promote or limit the accomplishment of the goals. This technique is widely applied by various organizations and companies when developing strategic and communication plans (Carroll, & Buchholtz, 2014). Depending on the organization, either it can be simple or complex nonetheless, it helps to identify areas that may be vulnerable.
Internal factors
Strengths
The main strength that the organization possesses is the years of experience dealing with various governments and development of policies that help them achieve their desired goals. The organization has been operational from the mid-1940s allowing it to gain influence in various regimes and having a global perspective on the problem (Jachertz, 2012). Understanding the problem is important as it will also provide the needed avenue for developing solutions that can be applied. Another strength is the organizations capacity to identify and contend common solutions. The organization has its offices in various countries globally and with such regional influence, it can provide the needed actions that governments fail to perceive (Jachertz, 2012). Moreover, the extensive field network makes it easy for relief to be organized for specific countries. Though it is usually a short-term solution to the problem, it provides the needed buffer time before a viable alternative can be implemented (Jachertz, 2012). The organization operates with a blend of dedicated and experienced staff who are devoted to the values of international civil service.
Weaknesses
The organization from its strengths has been depicted as being capable to perform its duty with the only variable being the various governments who have unpredictable ideologies for their nations. Nonetheless, the organization faces few but strong weaknesses the first being its extensive fragmentation that has prevented the organization to have a common solution for the majority of the problems (Jachertz, 2012). Coupled with its diffused organizational structure, the organization fails to focus on key areas. Though the d ...
Importance of a sustainable values framework for organizations and project ma...Fundação Getúlio Vargas
IMPORTANCE OF A VALUES FRAMEWORK FOR SUSTAINABLE AND SOCIALLY
RESPONSIBLE NEW WAYS OF WORKING (by Armando Kokitsu); ISO 26000; Another new trend that has been observed that reinforces what is been said here is the adoption of sustainability in project management.
Linking Theory & Practice Navigating the innovation landscape pas.docxSHIVA101531
Linking Theory & Practice Navigating the innovation landscape: past research, present practice, and future trends Shanthi Gopalakrishnan1 , Eric H Kessler 2 , Joanne L Scillitoe3 1 School of Management, New Jersey Institute of Technology, Newark, NJ, USA; 2 Lubin School of Business, Pace University, New York, USA; 3 School of Management, New York Institute of Technology, Old Westbury, NY, USA Correspondence: Shanthi Gopalakrishnan, School of Management, New Jersey Institute of Technology, Newark, NY 07102, USA. Tel: þ 973-596-3283; Fax: þ 973-596-3074 Abstract The management of innovation is among the most critical capabilities contributing to the success of modern organizations. It is also complex and frequently misunderstood. In this paper we first provide a broad overview of the organizational innovation literature [the Past] to distill five fundamental themes: What is innovation, why is it important, where does it come from, who engages in it, and how can it be best executed? Second, we illustrate how these concepts are applied by three companies on the vanguard of innovation management [the Present] – Google, Walt Disney, and Johnson & Johnson. Third, we project the discussion forward by considering key issues and emerging trends [the Future] of innovation management such as nanotechnology, ethical dilemmas, information technology, globalization, and sustainability. Fourth, we derive from the above analyses concrete guidelines for managers to leverage these insights and enable more effective innovation practices. Organization Management Journal (2010) 7, 262–277. doi:10.1057/omj.2010.36 Keywords: innovation; management; industry; organization Introduction In today’s increasingly turbulent business environment, largely attributed to continual and rapid globalization and technological advancements, change has become a ubiquitous phenomenon. Innovation has emerged as an important mechanism to facilitate adaptation to this shifting competitive landscape. Although considered controversial by some skeptics, innovation plays a critical role in nurturing the economy, creating and radically transforming industries, sustaining the competitive performance of firms, and improving the standard of living and creating a better quality of life for citizens. Understandably, research that is focused on this climate of change displays a strong “pro-innovation” perspective (Kimberly, 1981; Abrahamson, 1991) and visualizes innovation as an inherently beneficial organizational activity with profound consequences for multiple constituencies. Indeed, it is an organization’s capability for sustained innovation that oftentimes determines its success. However, when discussing the management of innovation, one must also consider the more ambiguous, potentially destructive, and less readily understood social and ethical dynamics of the innovation process. This paper attempts to provide a broad overview of the innovation management landscape. First, we survey the exi ...
Dispositioning Advantage: A Pervert's Guide to Strategy DesignWilliam Evans
Strategy. The identification and exploitation of an opponent’s weakness. Before you can have Strategy Deployment (Policy Deployment, Hoshin Kanri), it tends to reason that you probably need a strategy to deploy. But how do you do that? What are the mechanisms? What are the methods? What are the principles that allow an organization to design a meaningful strategy?
This lively 45 (to 60 minute) romp will introduce you to the history of strategy in organizations (it’s dark, perverse, and full of dragons) from Porter to Rumelt, to Dettmer, and Boyd. Few will remember that in the early days of strategy, there was only one: drive down the experience curve and be the low-cost provider with a stream-lined supply chain. The talk will unpack what strategy actually is and more importantly, what it is not. It will painstakingly deconstruct how the term is ritually abused and misused, and then methodically introduce how strategy is a design problem, but too important to be left to the designers in their plaid shirts, funky glasses, and ernest but ultimately vapid proclamations about human-centered blah blah, validating blah, blah, buzzword bingo verbal diarrhea inventing flaccid constructs like ‘design strategy, content strategy, ux strategy’ and ‘strategic planning’.
The talk will introduce some conceptual frameworks used in military strategy and maneuver warfare, which dates back over 2,300 years to the time of Sun Tzu’s The Art of War. We’ll explore how the time-tested principles of economic and military competition can be applied to social and commercial ventures, such as software and service delivery leading to considerable benefits in coherence, focus. and profit. We’ll then introduces a reasonable, systematic set of methods to help you translate current market uncertainty, fast changing customer needs, and ever-changing technological disruptions into a meaningful strategy and organizational capability ready for Hoshin Kanri.
Herramienta de diagnóstico de organizaciones en un marco de autogestión, que aplica las mismas leyes funcionales que describen la viabilidad de los sistemas biológicos. Jerarquías subsidiarias, autogestión a todos los niveles y adaptación a un entorno que cambia rápidamente, son algunas de sus características. Ha sido utilizado con gran éxito desde su descubrimiento, hecho por Stafford Beer en la década de los '70.
Investing in Embedded Intangibles to Enhance Solvent Demand at the Base-Of-Py...Global Risk Forum GRFDavos
GRF One Health Summit 2012, Davos: Presentation by Prof. David Dror - Chairman - Micro Insurance Academy / Hon. Professor of Health Insurance in Low-Income Countries - Erasmus University Rotterdam
In the "Software Drives" study conducted by Kugler Maag Cie last year the participants identified becoming an agile organisation as one of the preconditions to successfully meeting the challenges facing the automotive industry between now and 2030. Yet is quite difficult to even make simple changes to a common work process, such that this is actually adopted smoothly and the use, learn, revise cycle runs sustainably. Gallup research, among others, suggests that 87% of staff are only physically present at work. (Gallup 2016b) This is the level of engagement at steady state. An attempt at changing work practices on the other hand, may produce an 80% resistance, even if the change appeared a logical simplification.
It is the authors’ view that the traditional reductionist understanding of organisations in an industry as traditional as automotive is at the heart of the problem. Instead the authors recommend using organic models to understand organisations as living entities. This is not a new approach. Ariel De Geuss, then at Shell, was able to answer the question of why certain companies live so much longer than others using such an approach. His book is aptly entitled "The Living Company." (Geus 2002) We advocate a similar starting point. What insights can evolutionary and systems biology together with our knowledge about ecosystems give us about the formation and evolution of a corporate culture and how to “nudge” this evolution on the right track.
Treating companies as highly complex organisms, higher lifeforms, means that they are organized from cooperating and co-creating other, less complex organisms. This model has great advantages. Living things are not subject to entropy, and they are never static. "Change is the capacity for life", Margaret (Wheatley 2010) Adaptability and embracing change are capabilities that are at the core of agile organisations. Living organizations are agile. Living organizations are more than the sum of their parts – the wave is the sea. (Jäger and Quarch 2000) Suddenly the issue of motivation and engagement disappears.
Why is board governance one of the most common and persistent problems for nonprofits? Many in the sector have come to the realization that the problem is with the traditional governance model itself and new models are urgently needed. This workshop presents a new governance framework, which has been nationally recognized as one of the true innovative developments in the field. Community-Engagement Governance™ is an innovative and effective framework that includes an organization’s stakeholders in key governance decisions for an organization’s future. It is an approach in which governance responsibility is shared among the key sectors of an organization, including its constituents and community, staff, and board to ensure community impact, responsiveness to constituent needs, and high quality decision-making. Participants will learn about this new framework and tools to help them adapt it to their own organization and communities.
Running head SWOT ANALYSIS1SWOT ANALYSIS5Unit.docxtoltonkendal
Running head: SWOT ANALYSIS 1
SWOT ANALYSIS 5
United Nations, Food, and Agriculture
Institutional Affiliation
SWOT Analysis
Introduction
The reform that is needed within the United Nations, Food, and Agriculture Organization is necessary as it will have to accommodate the recent changes in climatic conditions as well as the organization’s dynamically changing internal environment. The organization has been seeking to widen its services but with an increase in demand and capacity, the population of the world, it has become overwhelmed (Jachertz, 2012). Nonetheless, with the use of the SWOT analysis, the planning tool will evaluate the strengths, weaknesses, opportunities, and threats in any situation. The analysis always begins by understanding the objectives of the organization as previously mentioned (Carroll, & Buchholtz, 2014). This is then followed by the identification of internal and external factors that will either promote or limit the accomplishment of the goals. This technique is widely applied by various organizations and companies when developing strategic and communication plans (Carroll, & Buchholtz, 2014). Depending on the organization, either it can be simple or complex nonetheless, it helps to identify areas that may be vulnerable.
Internal factors
Strengths
The main strength that the organization possesses is the years of experience dealing with various governments and development of policies that help them achieve their desired goals. The organization has been operational from the mid-1940s allowing it to gain influence in various regimes and having a global perspective on the problem (Jachertz, 2012). Understanding the problem is important as it will also provide the needed avenue for developing solutions that can be applied. Another strength is the organizations capacity to identify and contend common solutions. The organization has its offices in various countries globally and with such regional influence, it can provide the needed actions that governments fail to perceive (Jachertz, 2012). Moreover, the extensive field network makes it easy for relief to be organized for specific countries. Though it is usually a short-term solution to the problem, it provides the needed buffer time before a viable alternative can be implemented (Jachertz, 2012). The organization operates with a blend of dedicated and experienced staff who are devoted to the values of international civil service.
Weaknesses
The organization from its strengths has been depicted as being capable to perform its duty with the only variable being the various governments who have unpredictable ideologies for their nations. Nonetheless, the organization faces few but strong weaknesses the first being its extensive fragmentation that has prevented the organization to have a common solution for the majority of the problems (Jachertz, 2012). Coupled with its diffused organizational structure, the organization fails to focus on key areas. Though the d ...
Importance of a sustainable values framework for organizations and project ma...Fundação Getúlio Vargas
IMPORTANCE OF A VALUES FRAMEWORK FOR SUSTAINABLE AND SOCIALLY
RESPONSIBLE NEW WAYS OF WORKING (by Armando Kokitsu); ISO 26000; Another new trend that has been observed that reinforces what is been said here is the adoption of sustainability in project management.
Linking Theory & Practice Navigating the innovation landscape pas.docxSHIVA101531
Linking Theory & Practice Navigating the innovation landscape: past research, present practice, and future trends Shanthi Gopalakrishnan1 , Eric H Kessler 2 , Joanne L Scillitoe3 1 School of Management, New Jersey Institute of Technology, Newark, NJ, USA; 2 Lubin School of Business, Pace University, New York, USA; 3 School of Management, New York Institute of Technology, Old Westbury, NY, USA Correspondence: Shanthi Gopalakrishnan, School of Management, New Jersey Institute of Technology, Newark, NY 07102, USA. Tel: þ 973-596-3283; Fax: þ 973-596-3074 Abstract The management of innovation is among the most critical capabilities contributing to the success of modern organizations. It is also complex and frequently misunderstood. In this paper we first provide a broad overview of the organizational innovation literature [the Past] to distill five fundamental themes: What is innovation, why is it important, where does it come from, who engages in it, and how can it be best executed? Second, we illustrate how these concepts are applied by three companies on the vanguard of innovation management [the Present] – Google, Walt Disney, and Johnson & Johnson. Third, we project the discussion forward by considering key issues and emerging trends [the Future] of innovation management such as nanotechnology, ethical dilemmas, information technology, globalization, and sustainability. Fourth, we derive from the above analyses concrete guidelines for managers to leverage these insights and enable more effective innovation practices. Organization Management Journal (2010) 7, 262–277. doi:10.1057/omj.2010.36 Keywords: innovation; management; industry; organization Introduction In today’s increasingly turbulent business environment, largely attributed to continual and rapid globalization and technological advancements, change has become a ubiquitous phenomenon. Innovation has emerged as an important mechanism to facilitate adaptation to this shifting competitive landscape. Although considered controversial by some skeptics, innovation plays a critical role in nurturing the economy, creating and radically transforming industries, sustaining the competitive performance of firms, and improving the standard of living and creating a better quality of life for citizens. Understandably, research that is focused on this climate of change displays a strong “pro-innovation” perspective (Kimberly, 1981; Abrahamson, 1991) and visualizes innovation as an inherently beneficial organizational activity with profound consequences for multiple constituencies. Indeed, it is an organization’s capability for sustained innovation that oftentimes determines its success. However, when discussing the management of innovation, one must also consider the more ambiguous, potentially destructive, and less readily understood social and ethical dynamics of the innovation process. This paper attempts to provide a broad overview of the innovation management landscape. First, we survey the exi ...
Dispositioning Advantage: A Pervert's Guide to Strategy DesignWilliam Evans
Strategy. The identification and exploitation of an opponent’s weakness. Before you can have Strategy Deployment (Policy Deployment, Hoshin Kanri), it tends to reason that you probably need a strategy to deploy. But how do you do that? What are the mechanisms? What are the methods? What are the principles that allow an organization to design a meaningful strategy?
This lively 45 (to 60 minute) romp will introduce you to the history of strategy in organizations (it’s dark, perverse, and full of dragons) from Porter to Rumelt, to Dettmer, and Boyd. Few will remember that in the early days of strategy, there was only one: drive down the experience curve and be the low-cost provider with a stream-lined supply chain. The talk will unpack what strategy actually is and more importantly, what it is not. It will painstakingly deconstruct how the term is ritually abused and misused, and then methodically introduce how strategy is a design problem, but too important to be left to the designers in their plaid shirts, funky glasses, and ernest but ultimately vapid proclamations about human-centered blah blah, validating blah, blah, buzzword bingo verbal diarrhea inventing flaccid constructs like ‘design strategy, content strategy, ux strategy’ and ‘strategic planning’.
The talk will introduce some conceptual frameworks used in military strategy and maneuver warfare, which dates back over 2,300 years to the time of Sun Tzu’s The Art of War. We’ll explore how the time-tested principles of economic and military competition can be applied to social and commercial ventures, such as software and service delivery leading to considerable benefits in coherence, focus. and profit. We’ll then introduces a reasonable, systematic set of methods to help you translate current market uncertainty, fast changing customer needs, and ever-changing technological disruptions into a meaningful strategy and organizational capability ready for Hoshin Kanri.
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Managing change in public services
1. Specialized international session in public administration
Managing Change
French Cases vs.
World
Case studies
Pr. Dr. Claude Rochet
Institut de Management Public
Aix-en-Provence
Université Paul Cézanne
2. Is change possible within public
services?
Generally accepted ideas
– Public services (PS) are reluctant to change
– PS encapsulate too many vested interests
– PS is no longer useful: why bother changing
it?
– The weberian model is obsolete: destroy it!
– The problem is not to change but to reduce
the size and the role of public services
– Civil servants capture PS for themselves
– Market mechanisms are superior to public
mechanisms
22 juin 2007 Claude Rochet 2
3. Summary
Change, Why?
Change, How?
Case study #1: BNF
Case study #2: ONF
Conclusions and discussion
22 juin 2007 Claude Rochet 3
4. Change,
Why?
From institutions to
organizations
5. The big picture: the IIIrd
Industrial revolutionRuling developed
countries as incumbents
Incoming countries
(BRIC) as challengers
22 juin 2007 Claude Rochet 5
8. The process of change
Risks of
institutional
freezing
22 juin 2007 Claude Rochet 8
9. Institutional evolution is the key
Institutional
evolution helps
defining the new
rules
Institutions are parts
of the nation’s
competitive
advantage
Institutions help
coalesce the other
components of the
socio-economic
system
The existence of systemic effects is
the reason why the State exists!
22 juin 2007 Claude Rochet 9
10. Institutions and organizations
Mainstream ideas
Institutions (formal and informal):
rule makers
Incentives for
organizational
innovation innovation
Organizations: rule players
“Both what organizations come into
Managerial hypes and existence and how they evolve are
fundamentally influenced by the
public management tools institutional framework. In turn, they
influence how the institutional
framework evolves” (North, 1990, p.5).
22 juin 2007 Claude Rochet 10
11. Summary
Change, Why?
Change, How?
Case study #1: BNF
Case study #2: ONF
Conclusions and discussion
22 juin 2007 Claude Rochet 11
12. How change occurs in public
organizations?
POs do not benefit from a feedback
from the market as do private org.
Feedback relies on long term
outcomes difficult to measure
Instead, they may benefit from a
fiscal rent
Only two factors may boost change:
– Evaluation
– Crisis
22 juin 2007 Claude Rochet 12
13. For the while, crisis is the most
effective agent of change
Crisis is the fruit, as Schumpeter described it, of
“that kind of change arising from within the
system which so displaces its equilibrium point
that the new one cannot be reached from the old
one by infinitesimal steps” (Schumpeter, 1911).
Being farther from this disruption, public
administrations and their structures tend to
integrate the new paradigm more slowly. While
the public subsystem was leading change in the
golden age period of the previous cycle, it is now
a laggard and this lag becomes a cause for the
persistence of the disequilibrium of the global
system.
22 juin 2007 Claude Rochet 13
14. Why crises are an opportunity?
Classical weberian capabilities are not
oriented towards change
Evaluation is ineffective and “listening to
the citizen” is a buzzword
Strategic initiative for change is split
between political and managerial power
Administrative arrangements are strongly
embedded in history and culture. Change
is heavily path dependant.
22 juin 2007 Claude Rochet 14
15. An analysis framework:
resilience
“The ability of human communities to
withstand external shocks or
perturbations to their infrastructure,
such as environmental variability or
social, economic, or political
upheaval, and to recover from such
perturbations”(Adger, 2000).
An organization must be resilient
(stable) but also capable of change
(adaptive learning)
22 juin 2007 Claude Rochet 15
16. growth or exploitation (r)
How does it work? conservation (K)
collapse or release (omega)
reorganization (alpha)
Human and
We define resilience, formally,
cognitive as the capacity of a system to
capital
absorb disturbance and
reorganize while undergoing
change so as to still retain
Local event transforming
essentially the same function,
global organizations or
institutions structure and feedbacks - and
therefore the same identity.
The aim of resilience management and
governance is...
either, to keep the system within a particular
configuration of states (system 'regime') that
will continue to deliver desired ecosystem
goods and services (preventing the system
from moving into an un-desirable regime
from which it is either difficult or impossible to
recover) or, to move from a less desirable
to a more desirable regime.
22 juin 2007 Claude Rochet 16
17. Being both adaptive and resilient
Bureaucratic
Appropriating creative rationalization
destruction process From the dominating
refounding social state to the autistic
consensus, state
organizational
reengineering.
The innovative State
Decoupling from
environmental
evolution and threats.
The contested state
Accumulating human
capital and strategic
leadership. Endogenizing the
The conquering state decoupling through
crisis
22 juin 2007 Claude Rochet 17
18. Summary
Change, Why?
Change, How?
Case study #1: BNF
Case study #2: ONF
Conclusions and discussion
22 juin 2007 Claude Rochet 18
20. The new TOLBIAC site: Pump
and circumstances!
22 juin 2007 Claude Rochet 20
21. MACRO ENVIRONNEMENT
Socio-cultural evolutions :
– Longer studies
– Internet
Technological evolutions
– Internet :online books & documents (gallica), libraries
network
– Archiving web pages
– Numerical documents conservation
Legal framework
– Intellectual property
– BNF mission by law
– Rendering accounts (Cour des comptes, hearings)
– Working law
22 juin 2007 Claude Rochet 21
22. PORTER MODEL
Entering in competition!
Unexpected
entrants: State
Google
Financing,
controlling,
New threats reporting
Power of
negotiation
Providers: Editors, Competitive BNF “clients”:
IT vendors, intensity students, researchers
Power of
patronage negotiation
New products
Source : M.E. Porter, Choix
Products substitute : stratégiques et concurrence,
internet, online libraries, Economica, 1982
foreign libraries
22 juin 2007 Claude Rochet 22
23. The 5 forces’ model More a public policy
problem than a
10 managerial one! intensity: weak
10
Competitive
New entrants:
weak at the
beginning, then
very strong
10 Users and
Provider
clients power:
negotiation 10
power: strong
0 weak
Power of the Substitute
10 10
State: very threat: strong
strong
22 juin 2007 Claude Rochet 23
24. The crisis: a mismanaged
project!
A project made for prestige, ignoring
working librarians conditions
I.S.:
– a war machinery against old fashioned
XVII° century librarians
– Technically over sophisticated but
functionally deficient
1998: few months after the Grand
opening, the BNF went on strike!
22 juin 2007 Claude Rochet 24
25. Crisis as an opportunity
A new management team takes advantage of this
strike to put the project back on track through the elaboration of a
strategic plan.
Focus groups gathered in every department, including
readers and representatives of the librarian’s profession.
This participative process will help to break the arrogant
image of the BNF while issuing proposals that will help pointing
out key strategic objectives.
Five key focus areas are released linked to results and
management indicators.
Emphasis is put on customers’ satisfaction whether
physically or through the website (http://www.bnf.fr), associated
with process improvement regarding collections and their
availability to the public, the implementation of accrual
accounting to allow the linking between strategic needs and
resources allocations decisions and with better working
conditions.
22 juin 2007 Claude Rochet 25
26. The result: a strategic plan
Dimension Objectif Projet Indicateurs
Bénéfices pour les Améliorer les services -Augmenter l’amplitude -Nbre de documents de magasins
usagers! rendus au public, sur d’ouverture de 61 à 66 heures autorisés pour le jour même
place et à distance par semaine -% de docs communiqués en
-Développer les services à moins de 45’
distance, notamment par - Amplitude ouverture 66h00
l’utilisation d’Internet 1 .
Processus 1)Développer et -Atteindre les objectifs - passer de 65 000 (2001) à 80
protéger les collections, d’acquisition annuelle 000 ( 2003)
A de facto les insérer dans les
réseaux
- Réduire le délai de
catalogage du dépôt légal
- descendre de 16 à 8 semaines
- de 1760 (2001) à 14 000 (2003)
balanced scorecard - Assurer la sauvegarde des
documents sonore, audio-
visuels et multimédia 2) Les indicateurs seront définis
2) Engager la 2) Projet non mature en 2001 avec le projet en 2002
rénovation des sites de
Richelieu et de
l’Arsenal
Personnel et Approfondir le projet -Entretien annuel - de 92% à 100%
apprentissage social et améliorer les - Formation - de 961 KE à 6,2 ME et nbre
organisationnel conditions de travail -Promotion jours formation /agent/an
-Mobilité - cible quantitative
Gestion Optimiser la gestion -Délai de règlement des De 78 à 55 jours
factures
-Taux d’engagement du %
budget
-Montant des intérêts de 400 KF (1999) à 275 (2001)
moratoires de 99 à 99,5%
- Taux disponibilités de
smoyens informatiques
22 juin 2007 Claude Rochet 26
27. Actualiser
Evaluer Concevoir
Ajustement
s Ob
ul tat je cti
Rés fs
Valeur de la politique
Evaluation Stratégie
Gestion
Activité Moyens
Politique de la valeur Processus
Mettre en oeuvre
22 juin 2007 Claude Rochet 27
28. Strategic deployment :
Le Projet d’établissement
Improve service, locally and
at distance
Improve and protect collections
and integrate it in networks
Renovate the old sites
Deepen the social project and
improve working conditions
Optimize management
22 juin 2007 Claude Rochet 28
29. Strategic levers
HUMAN RESSOURCES
STRATEGY
FINANCIAL INFORMATION AND
RESSOURCES IT MANAGEMENT
22 juin 2007 Claude Rochet 29
30. LES LEVIERS STRATEGIQUES (1) :
Les ressources humaines
HUMAN RESSOURCES
Managing Erasing Communication
competences antagonisms and and coordination
and careers promoting
common values
22 juin 2007 Claude Rochet 30
31. LES LEVIERS STRATEGIQUES (2) :
La gestion des technologies de l’information
Élevée Stratégie de la BNF
Les technologies de l’information auprès du
grand public
PERCUE
VALEUR
Les technologies de l’information au service
d’une renommée nationale et internationale
Faible
Faible « PRIX » Élevé
22 juin 2007 Claude Rochet 31
32. LE DEPLOIEMENT STRATEGIQUE (4) :
Le jeu d ’indicateurs équilibré du PE
Performance Indicators
goals – Surveying
– Objectives strategic
– Roles deployment
– Examples – Examples
a « balance scored board »
22 juin 2007 Claude Rochet 32
33. From collapse to success
•The crisis originated in classical technical project
mismanagement due to the prevalence of political and technical
arrogance. It could have resulted in a complete failure or new
investments to reengineer the project.
•In fact, this project had no resilience at all since it never worked.
The strike was motivated by the desire of the librarians not to do
their noble job is such hellish conditions.
•It is the shared decision of making the strike a momentum for
change that gave the project its present today resilience through
the strategic process that creates mobilization of the agency’s
potential and connectedness among the employees and
management.
•As a result, the Library is alive, but practically the business
model has been reconceived bottom-up, starting from readers
needs and appropriate working functions for librarians. It is very
unlike to the initial politically arrogant project.
22 juin 2007 Claude Rochet 33
34. What happened?
A coherent activity
A strategic model based on
planning process value
involving all the creation
stakeholders
An activity model
based on prestige
BSC de facto Strike Crisis as a momentum
to (re)build the activity
model
22 juin 2007 Claude Rochet 34
35. Summary
Change, Why?
Change, How?
Case study #1: BNF
Case study #2: ONF
Conclusions and discussion
22 juin 2007 Claude Rochet 35
36. ONF: before the crisis
The Office National des Forêts (ONF) is the
French governmental industrial and
commercial agency in charge of
the management of the public forests.
For a long time, its business model
is unbalanced:
State forest – which exploitation is a ONF
monopole – represents 40% of its
business portfolio towards 35% for those
of local communities, a semi-
monopolistic activity, since communities
may deal with another provider. Other
activities are purely commercial (15%)
Rebalance the business or purely public interest missions (10%).
The first produces a surplus, which
model is a tough change finances the deficit of the latter. Such a
process, as well internal situation is abnormal, for it is not the
ONF mission to subsidize local
(people) as external (local communities forest management.
communities)
22 juin 2007 Claude Rochet 36
37. The crisis: an exogenous event
26 & 27/12/1999: The
century worst tempest: 88
deads, 500 000 Ha
forests destroyed, 420
000 over 1 300 000 trees
knocked down
22 juin 2007 Claude Rochet 37
38. Emotion is enormous: Versailles
forest destroyed!
140 Millions m3
knocked down!
(i.e. a trainload
from Oslo to
Gibraltar!)
22 juin 2007 Claude Rochet 38
39. An interesting resilience case
study
For the biodiversity, tempest may be
good!
Biodiversity increased in holes:
– New flora species
– Mechanical exploitation increases biodiversity
– The sun favors appearance of new species in
fauna and flora.
But what about social resilience?
22 juin 2007 Claude Rochet 39
40. Endogenizing the crisis
ONF improves its social role and
image
Hard work mobilizes personal: sense
of belonging increases
Selling the trees finally succeeded,
giving legitimacy for the need to
implement a commercial culture
Crisis provokes internal and external
awareness for the need to change
22 juin 2007 Claude Rochet 40
41. The strategic move: contracting
with the state
Engagements de l’ONF Engagements de l'État
30% de gains de productivité Réforme du statut des
réinvestis personnels pour introduire
Réorganisation lourde : réduction plus de responsabilité, plus
du nombre de fonctionnaires de d’autonomie et de meilleures
7000 à 6700 à l’horizon 2006 (sur rémunérations ;
un total de 13000 personnes en Versement compensateur
2001) et réduction des niveaux jusqu’en 2006.
hiérarchiques par la réduction des
implantations régionales
Ces gains de productivité doivent
être utilisables pour rétablir
l’équilibre d’exploitation
22 juin 2007 Claude Rochet 41
42. New resilience, new business
model
The conjugation of the crisis management and the
reengineering of the business model had allowed a
negotiation with the local communities and to understand what
the ONF business model has to be, based on the synergy
between activities, managed as a portfolio: public forests
management are monopolistic or semi-monopolistic activities that
must support competition in terms of costs and deal with public
sustainable development issues, while other activities are fully
competitive. Costs and tariffs logics are different according
to each activity, but the key points is knowing costs, that is
emphatically coined as ‘moving towards a commercial culture’.
On such a clarified basis, negotiations with local communities and
other partners have been completed on a mutual benefit basis for
each part.
Important investments in the information system allow to
see the real costs and to link performance evaluation to
operational results.
22 juin 2007 Claude Rochet 42
43. What happened?
New activity
model and
Making a
5Y transition
natural
agreement
catastrophe an
with the State
opportunity
Improving a
commercial Tempest!
culture
Financial disequilibrium
New activity model due to the activity model
and hierarchical Obsolescence
structure Social and political lock-in
22 juin 2007 Claude Rochet 43
44. Lessons learned
The key success factor is in this case the previous
clear vision within the management of what has
to be the new business model, which is
classically an r to K phase job.
But without managing the crisis as a
momentum for change, it would not have
benefited from an to phase which created the
condition of a new vision of the agency role and
tangible elements it was based on.
22 juin 2007 Claude Rochet 44
45. Summary
Change, Why?
Change, How?
Case study #1: BNF
Case study #2: ONF
Conclusions and discussion
22 juin 2007 Claude Rochet 45
46. Making crisis a momentum for
change
Crises must be managed: they do not act
by itself but must be endogenized by
managers: a Schumpeterian innovation
process!
Managers must have a strategic vision
before the crisis
Managerial techniques are useful but
organizations and managers may find their
way on an inductive and learning by doing
basis
Strategic intent is the key, not
managerial techniques
22 juin 2007 Claude Rochet 46
47. Institutions and organizations
Political leaders and
institutional change relies
on change in mainstream
ideas
Institutions (formal and informal):
Incentives for rule makers are ideas driven
innovation remain
poor when
mainstream ideas
mismatch the
reality of
organizational
learning Organizations: Strong adaptive
learning is the key
Crisis and adaptive work
to improve resilience
22 juin 2007 Claude Rochet 47
48. The floor is yours!
What amazed me?
What idea(s) am I desired to dig?
How is this relevant in my
country/job?
Find examples where this approach
could have applied?
I do not feel concerned by this
approach: Why?
22 juin 2007 Claude Rochet 48
49. Thank you!
Have a nice stay in
Paris and a good way
back home!
My web site:
http://www.claude-rochet.fr
Claude.rochet@univ-cezanne.fr