The document summarizes a presentation on driving forces and enablers of change processes in public management. It discusses several factors driving reforms, including budget deficits due to economic crises, shrinking public powers, and the growing role of social media in civic participation. Information technology is noted as growing exponentially and requiring adaptation. Challenges to change discussed include limited time for change processes and less flexible workplaces in the public sector.
The 2015 Women of Innovation Awards Program honors accomplished and successful women in science, technology, engineering and math. This event is presented, annually, by the Connecticut Technology Council.
Women Of Innovation® 2016 Honoree Bios & Event ProgramPaige Rasid
Honoring the energy, creativity and success of
sixty-five women and students from Connecticut’s science
and technology community.
In this program, we salute this year’s Women of Innovation who are working as scientists, engineers, and entrepreneurs for their contributions to their organizations or schools.
Their biographies in this program are testimony to their
remarkable careers, fields of study, and their professional
and personal accomplishments. We also thank the individuals who nominated these outstanding women and all who are here to celebrate their achievements.
After twelve years, there is an alumnae group of nearly
600 Women of Innovation!
By gathering this community of accomplished women, we continue to promote, support and encourage young women and girls to pursue STEM careers and to foster a collaborative network. www.CT.org
6 Sigma eğitimim için hazırladığım sunumumdur. 4 saatlik bir sürede en genel özellikleri ile ilk defa bu konu ile karşılaşan katılımcılar hedef alınmıştır.
The 2015 Women of Innovation Awards Program honors accomplished and successful women in science, technology, engineering and math. This event is presented, annually, by the Connecticut Technology Council.
Women Of Innovation® 2016 Honoree Bios & Event ProgramPaige Rasid
Honoring the energy, creativity and success of
sixty-five women and students from Connecticut’s science
and technology community.
In this program, we salute this year’s Women of Innovation who are working as scientists, engineers, and entrepreneurs for their contributions to their organizations or schools.
Their biographies in this program are testimony to their
remarkable careers, fields of study, and their professional
and personal accomplishments. We also thank the individuals who nominated these outstanding women and all who are here to celebrate their achievements.
After twelve years, there is an alumnae group of nearly
600 Women of Innovation!
By gathering this community of accomplished women, we continue to promote, support and encourage young women and girls to pursue STEM careers and to foster a collaborative network. www.CT.org
6 Sigma eğitimim için hazırladığım sunumumdur. 4 saatlik bir sürede en genel özellikleri ile ilk defa bu konu ile karşılaşan katılımcılar hedef alınmıştır.
Masterclass Managing Change - Day 2 Case Medupi and Case DHLstratejikyonetisim
Masterclass on the International Practices of Managing Change - Day 2. Case Study of Medupi (organizational elements) and Case Study on DHL (commitment). Training delivered by Oswaldo Lorenzo
The governance of mega infrastructure projects - Juliane JANSEN, OECD Secreta...OECD Governance
This presentation was made by Juliane JANSEN, OECD Secretariat, at the 11th Annual Meeting of the OECD Network of Senior PPP & Infrastructure Officials held at the OECD, Paris, on 27 March 2018
Rethinking Public-Private Partnerships. Strategies for Turbulent Times.Carsten Greve
Public-Private Partnerships have become popular with governments in a way to collaborate with the private sector. The global financial crisis challenged PPPs. The slides summarizes arguments from a 2013-book on Rethinking Public-Private Partnerships.
Webinar: An overview and explanation of the creation of the communication res...Global CCS Institute
'What happens when CO2 is stored underground' is a very useful guide for those at the frontline, communicating and educating the public about CO2 and carbon capture and storage (CCS) technology.
The booklet provides simple answers to some of the most frequently asked questions around CCS, all grounded in the experience, and extensive research results, of the IEAGHG Weyburn-Midale CO2 Monitoring and Storage program – an internationally significant research program that operated in Saskatchewan, Canada from 2000-2012.
This webinar provided opportunity to join lead author, Norm Sacuta from the Petroleum Technology Research Centre (PTRC) and Kirsty Anderson from the Global CCS Institute, as they gave an overview of the resource, and discuss the findings from a review process that involved community stakeholder focus groups and a communication expert review panel.
The webinar was designed to be an interactive medium and questions from the audience were actively encouraged.
APM webinar on 24 February 2021 presented by John Varley, Jane Dobson and Dr Neil Strong. Hosted by the APM South East Branch
https://www.apm.org.uk/news/all-aboard-a-railway-for-people-and-wildlife-webinar/
https://www.youtube.com/watch?v=PmlDpblDHJM&feature=youtu.be
NUS Industry Roundtable Presentation - Engie transformation by Caroline GuyotJohn Phillip
Presentation by Caroline Guyot of ENGIE Innovation Factory at the NUS Industry Roundtable on 3-Oct 2018 focused on managing corporate-startup collaboration.
Sciencewise Energy infrastructure webinarSciencewise
In this webinar we will present the findings of public views on the topic of energy infrastructure: how does the public feel about the technologies, drivers and trade-offs behind the complex and evolving area of energy infrastructure in the UK.
For our research we have reviewed findings from public engagement activities and relevant reports, exploring public views on the supply-side of national energy infrastructure in the UK.
We will present the key messages, trends and possible gaps in current knowledge about what the public think about energy infrastructure and why. You will also hear about good practice in engaging the public around climate change and energy.
We are also keen on hearing your views and experiences in engaging the public on these issues, and discuss what good quality (local) engagement with energy infrastructure looks like.
Lost at sea? Charting wave energy’s difficult innovation journey towards comm...Matthew Hannon
The UK has a rich history of wave energy technology innovation stretching back to 1976 when it launched its first wave energy programme. Whilst funding was discontinued in the 1980s a new programme was established in the 2000s as wave energy was considered a critical solution to meeting the government’s climate change, energy and economic objectives. Despite committing approximately $150m to wave energy development over the past 15 years the UK has still failed to deliver a commercially viable wave energy device. This raises questions about the effectiveness of government policy designed to support wave energy innovation. Drawing upon 32 expert interviews, investment data and extensive documentary evidence the research examines how the level and type of innovation support from UK government has contributed to this slow progress and how these weaknesses could be addressed to help accelerate wave energy innovation in the future.
The research finds that government policy was indeed partly to blame for this slow progress including poor coordination of policy support, duplication of investment, stop-start R&D programmes that fostered knowledge depreciation and schemes that encouraged developers to go ‘too big too soon’. Despite these failures significant ‘policy learning’ has taken place, triggering a major reconfiguration of UK wave energy innovation support such as a refocusing on component versus device development, treating wave and tidal energy innovation separately and greater coordination of innovation programmes. Even so outstanding policy recommendations include strengthening coordination between UK and Scottish governments and collaboration between universities and device developers. Finally, the research finds that government policy wasn’t the only factor that contributed to this slow progress such as developers overpromising and under-delivering, as well as the high capital cost and practical difficulties associated with device testing at sea.
Sustainable Engineering: An Essential Part of Engineering EthicsBikramjit Hazra
Sustainable development theory has come from the field of ecological economics. According to this
theory, sustainable development involves achieving objectives in three realms: ecological,
economic and social. The ecological objective is maintaining a sustainable scale of energy and
material flows through the environment such that carrying capacity of the biosphere is not affected.
The economic objective seeks to provide an efficient allocation of resources in conformity with
consumer preferences and the ability to pay. The social objective aims at a just distribution of
resources among the public, including future generations. The overall objective of a sustainable
society is the achievement of sustainability in economic, ecological and social systems.
Lost at sea? Charting wave energy’s difficult innovation journey towards comm...Matthew Hannon
A retrospective of the effectiveness of UK wave energy innovation policy since 2000. Identification of innovation support weaknesses, progress in addressing these and recommendations for next steps to accelerate wave energy innovation.
Masterclass Managing Change - Day 2 Case Medupi and Case DHLstratejikyonetisim
Masterclass on the International Practices of Managing Change - Day 2. Case Study of Medupi (organizational elements) and Case Study on DHL (commitment). Training delivered by Oswaldo Lorenzo
The governance of mega infrastructure projects - Juliane JANSEN, OECD Secreta...OECD Governance
This presentation was made by Juliane JANSEN, OECD Secretariat, at the 11th Annual Meeting of the OECD Network of Senior PPP & Infrastructure Officials held at the OECD, Paris, on 27 March 2018
Rethinking Public-Private Partnerships. Strategies for Turbulent Times.Carsten Greve
Public-Private Partnerships have become popular with governments in a way to collaborate with the private sector. The global financial crisis challenged PPPs. The slides summarizes arguments from a 2013-book on Rethinking Public-Private Partnerships.
Webinar: An overview and explanation of the creation of the communication res...Global CCS Institute
'What happens when CO2 is stored underground' is a very useful guide for those at the frontline, communicating and educating the public about CO2 and carbon capture and storage (CCS) technology.
The booklet provides simple answers to some of the most frequently asked questions around CCS, all grounded in the experience, and extensive research results, of the IEAGHG Weyburn-Midale CO2 Monitoring and Storage program – an internationally significant research program that operated in Saskatchewan, Canada from 2000-2012.
This webinar provided opportunity to join lead author, Norm Sacuta from the Petroleum Technology Research Centre (PTRC) and Kirsty Anderson from the Global CCS Institute, as they gave an overview of the resource, and discuss the findings from a review process that involved community stakeholder focus groups and a communication expert review panel.
The webinar was designed to be an interactive medium and questions from the audience were actively encouraged.
APM webinar on 24 February 2021 presented by John Varley, Jane Dobson and Dr Neil Strong. Hosted by the APM South East Branch
https://www.apm.org.uk/news/all-aboard-a-railway-for-people-and-wildlife-webinar/
https://www.youtube.com/watch?v=PmlDpblDHJM&feature=youtu.be
NUS Industry Roundtable Presentation - Engie transformation by Caroline GuyotJohn Phillip
Presentation by Caroline Guyot of ENGIE Innovation Factory at the NUS Industry Roundtable on 3-Oct 2018 focused on managing corporate-startup collaboration.
Sciencewise Energy infrastructure webinarSciencewise
In this webinar we will present the findings of public views on the topic of energy infrastructure: how does the public feel about the technologies, drivers and trade-offs behind the complex and evolving area of energy infrastructure in the UK.
For our research we have reviewed findings from public engagement activities and relevant reports, exploring public views on the supply-side of national energy infrastructure in the UK.
We will present the key messages, trends and possible gaps in current knowledge about what the public think about energy infrastructure and why. You will also hear about good practice in engaging the public around climate change and energy.
We are also keen on hearing your views and experiences in engaging the public on these issues, and discuss what good quality (local) engagement with energy infrastructure looks like.
Lost at sea? Charting wave energy’s difficult innovation journey towards comm...Matthew Hannon
The UK has a rich history of wave energy technology innovation stretching back to 1976 when it launched its first wave energy programme. Whilst funding was discontinued in the 1980s a new programme was established in the 2000s as wave energy was considered a critical solution to meeting the government’s climate change, energy and economic objectives. Despite committing approximately $150m to wave energy development over the past 15 years the UK has still failed to deliver a commercially viable wave energy device. This raises questions about the effectiveness of government policy designed to support wave energy innovation. Drawing upon 32 expert interviews, investment data and extensive documentary evidence the research examines how the level and type of innovation support from UK government has contributed to this slow progress and how these weaknesses could be addressed to help accelerate wave energy innovation in the future.
The research finds that government policy was indeed partly to blame for this slow progress including poor coordination of policy support, duplication of investment, stop-start R&D programmes that fostered knowledge depreciation and schemes that encouraged developers to go ‘too big too soon’. Despite these failures significant ‘policy learning’ has taken place, triggering a major reconfiguration of UK wave energy innovation support such as a refocusing on component versus device development, treating wave and tidal energy innovation separately and greater coordination of innovation programmes. Even so outstanding policy recommendations include strengthening coordination between UK and Scottish governments and collaboration between universities and device developers. Finally, the research finds that government policy wasn’t the only factor that contributed to this slow progress such as developers overpromising and under-delivering, as well as the high capital cost and practical difficulties associated with device testing at sea.
Sustainable Engineering: An Essential Part of Engineering EthicsBikramjit Hazra
Sustainable development theory has come from the field of ecological economics. According to this
theory, sustainable development involves achieving objectives in three realms: ecological,
economic and social. The ecological objective is maintaining a sustainable scale of energy and
material flows through the environment such that carrying capacity of the biosphere is not affected.
The economic objective seeks to provide an efficient allocation of resources in conformity with
consumer preferences and the ability to pay. The social objective aims at a just distribution of
resources among the public, including future generations. The overall objective of a sustainable
society is the achievement of sustainability in economic, ecological and social systems.
Lost at sea? Charting wave energy’s difficult innovation journey towards comm...Matthew Hannon
A retrospective of the effectiveness of UK wave energy innovation policy since 2000. Identification of innovation support weaknesses, progress in addressing these and recommendations for next steps to accelerate wave energy innovation.
Delivering Micro-Credentials in Technical and Vocational Education and TrainingAG2 Design
Explore how micro-credentials are transforming Technical and Vocational Education and Training (TVET) with this comprehensive slide deck. Discover what micro-credentials are, their importance in TVET, the advantages they offer, and the insights from industry experts. Additionally, learn about the top software applications available for creating and managing micro-credentials. This presentation also includes valuable resources and a discussion on the future of these specialised certifications.
For more detailed information on delivering micro-credentials in TVET, visit this https://tvettrainer.com/delivering-micro-credentials-in-tvet/
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
MATATAG CURRICULUM: ASSESSING THE READINESS OF ELEM. PUBLIC SCHOOL TEACHERS I...NelTorrente
In this research, it concludes that while the readiness of teachers in Caloocan City to implement the MATATAG Curriculum is generally positive, targeted efforts in professional development, resource distribution, support networks, and comprehensive preparation can address the existing gaps and ensure successful curriculum implementation.
Thinking of getting a dog? Be aware that breeds like Pit Bulls, Rottweilers, and German Shepherds can be loyal and dangerous. Proper training and socialization are crucial to preventing aggressive behaviors. Ensure safety by understanding their needs and always supervising interactions. Stay safe, and enjoy your furry friends!
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
Azure Interview Questions and Answers PDF By ScholarHat
Masterclass on the International Practices of Managing Change - Day 1
1. Bu proje Avrupa Birliği ve Türkiye
Cumhuriyeti tarafından finanse edilmektedir
IMPROVED STRATEGIC MANAGEMENT
CAPACITY PROJECT
Management of Change:
Learning from International Best
Practices
7.10.2013 - Ankara
2. Bu proje Avrupa Birliği ve Türkiye
Cumhuriyeti tarafından finanse
edilmektedir
Agenda
Driving Forces and
Key Enablers of Change Processes
Challenges and Obstacles
within the Public Sector
The Long Conversation :
Aligning the Key Organizational Elements
The Long Conversation:
Building Key Org. Capabilities
3. Bu proje Avrupa Birliği ve Türkiye
Cumhuriyeti tarafından finanse
edilmektedir
Driving Forces and
Key Enablers of Change Processes
4. Bu proje Avrupa Birliği ve Türkiye
Cumhuriyeti tarafından finanse
edilmektedir
Driving Forces and Key Enablers
of Change Processes
Public management reforms
are widespread and appear to
share many important
similarities
Source: Nicholas Carr, OECD,
Manuel Castells, John Elkington,
Manuel Escudero, Oswaldo Lorenzo,
Jeffrey Sachs, McKinsey Global Institute
5. Bu proje Avrupa Birliği ve Türkiye
Cumhuriyeti tarafından finanse
edilmektedir
Public management reforms are widespread and
share many important similarities
• High-performing government agencies do
resemble well-run companies.
• Both have worthy goals, well-designed, ITenabled,
rational
processes,
strict
accountability, and effective leaders.
• Dealing with common obstacles.
• Reforms involve learning and this process
has to be given time to take place.
Source: Nicholas Carr, OECD,
Manuel Castells, John Elkington,
Manuel Escudero, Oswaldo Lorenzo,
Jeffrey Sachs, McKinsey Global Institute
6. Bu proje Avrupa Birliği ve Türkiye
Cumhuriyeti tarafından finanse
edilmektedir
Driving Forces and Key Enablers
of Change Processes
Slash major budget deficits
fueled by the economic
crisis
Source: Nicholas Carr, OECD,
Manuel Castells, John Elkington,
Manuel Escudero, Oswaldo Lorenzo,
Jeffrey Sachs, McKinsey Global Institute
7. Bu proje Avrupa Birliği ve Türkiye
Cumhuriyeti tarafından finanse
edilmektedir
Slash major budget deficits fueled by the
economic crisis
CONTEXT:
• Europe: from Greece to Ireland, Spain to the UK.
• Low growth, unemployment rates above 20%, a severe fiscal
imbalance, and budget challenges.
PREMISE:
• Cutting budgets + be prepared for a long period of austerity.
• Reducing budget is not enough --) More efficient
(keeping service levels) --) public sector simplification
ACTIONS:
• ITC as key enabler of productivity and competitiveness
Source: Nicholas Carr, OECD
Manuel Castells, John Elkington,
Manuel Escudero, Oswaldo Lorenzo,
Jeffrey Sachs, McKinsey Global Institute
processes
8. Bu proje Avrupa Birliği ve Türkiye
Cumhuriyeti tarafından finanse
edilmektedir
Slash major budget deficits fueled by the
economic crisis
First Cycle:
Law 11/2007 on citizens’ rights to
electronically access services.
This had a strong mobilising effect.
However, the multi-channel
service delivery strategy enabling
citizens to choose their preferred
communication and access
channels seems to have fallen
short of its aims.
Learning
Second Cycle:
Strengthen the use of the most
efficient service delivery channels
Source: Nicholas Carr, OECD,
Manuel Castells, John Elkington,
Manuel Escudero, Oswaldo Lorenzo,
Jeffrey Sachs, McKinsey Global Institute
9. Bu proje Avrupa Birliği ve Türkiye
Cumhuriyeti tarafından finanse
edilmektedir
Driving Forces and Key Enablers
of Change Processes
Public powers are shrinking
Source: Nicholas Carr, OECD,
Manuel Castells, John Elkington,
Manuel Escudero, Oswaldo Lorenzo,
Jeffrey Sachs, McKinsey Global Institute
10. Bu proje Avrupa Birliği ve Türkiye
Cumhuriyeti tarafından finanse
edilmektedir
Public powers are shrinking, but affirm their
presence..
• Big part of our daily problems (climate change,
humanitarian crisis) cannot be manged by any
Nation-state on its own.
• Widespread privatizations and a recasting of the
public sector.
• Budgetary discipline ---) limits to achieve a
satisfactory level of services.
Source: Nicholas Carr, OECD,
Manuel Castells, John Elkington,
Manuel Escudero, Oswaldo Lorenzo,
Jeffrey Sachs, McKinsey Global Institute
11. Bu proje Avrupa Birliği ve Türkiye
Cumhuriyeti tarafından finanse
edilmektedir
Driving Forces and Key Enablers
of Change Processes
Social media are becoming
powerful facilitators of civic
participation in the public
agenda
Source: Nicholas Carr, OECD,
Manuel Castells, John Elkington,
Manuel Escudero, Oswaldo Lorenzo,
Jeffrey Sachs, McKinsey Global Institute
12. Bu proje Avrupa Birliği ve Türkiye
Cumhuriyeti tarafından finanse
edilmektedir
Social media are becoming facilitators of
civic participation in the public agenda
Source: Nicholas Carr, OECD,
Manuel Castells, John Elkington,
Manuel Escudero, Oswaldo Lorenzo,
Jeffrey Sachs, McKinsey Global Institute
13. Bu proje Avrupa Birliği ve Türkiye
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edilmektedir
Driving Forces and Key Enablers
of Change Processes
We live in a multipolar world
14. Bu proje Avrupa Birliği ve Türkiye
Cumhuriyeti tarafından finanse
edilmektedir
We live in a multipolar world
…in which emerging countries
will increasingly consolidate
their presence and decisionmaking power.
…this will lead sooner or later
to new multilateral global
governance arrangements.
Source: Nicholas Carr, OECD
Manuel Castells, John Elkington,
Manuel Escudero, Oswaldo Lorenzo,
Jeffrey Sachs, McKinsey Global Institute
15. Bu proje Avrupa Birliği ve Türkiye
Cumhuriyeti tarafından finanse
edilmektedir
Driving Forces and Key Enablers
of Change Processes
We live in a crowded planet
Source: Nicholas Carr,
Manuel Castells, John Elkington,
Manuel Escudero, Oswaldo Lorenzo,
Jeffrey Sachs, McKinsey Global Institute
16. Bu proje Avrupa Birliği ve Türkiye
Cumhuriyeti tarafından finanse
edilmektedir
We live in a crowded planet
• Deterioration of the infrastructure:
• Could cause a crisis.
• USA - Last 10 years:
• Airport capacity (+1%) vs. Air
traffic (+37%)
• Two thirds of the human race will not have enough
fresh water within 25 years. (Clarke 2002).
• The Extinction Crisis (Hinrichsen & Robey)
Source: Nicholas Carr,
Manuel Castells, John Elkington,
Manuel Escudero, Oswaldo Lorenzo,
Jeffrey Sachs, McKinsey Global Institute
17. Bu proje Avrupa Birliği ve Türkiye
Cumhuriyeti tarafından finanse
edilmektedir
We live in a crowded planet
Minneapolis Bridge
Collapse
18. Bu proje Avrupa Birliği ve Türkiye
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edilmektedir
Driving Forces and Key Enablers
of Change Processes
Information Technology
is growing exponentially
Source: Nicholas Carr,
Manuel Castells, John Elkington,
Manuel Escudero, Oswaldo Lorenzo,
Jeffrey Sachs, McKinsey Global Institute
19. Bu proje Avrupa Birliği ve Türkiye
Cumhuriyeti tarafından finanse
edilmektedir
Information Technology is growing exponentially
Google glass
• Assimilation
• Use and Exploitation
• Adaptation
3D printing
20. Bu proje Avrupa Birliği ve Türkiye
Cumhuriyeti tarafından finanse
edilmektedir
Information Technology is growing exponentially
…wealth, power and knowledge generation are
largely dependent on the ability to organize
society to reap the benefits of the new
technological system
Manuel Castells
USC Professor
21. Bu proje Avrupa Birliği ve Türkiye
Cumhuriyeti tarafından finanse
edilmektedir
Information Technology is growing exponentially
22. Bu proje Avrupa Birliği ve Türkiye
Cumhuriyeti tarafından finanse
edilmektedir
Reflections
23. Bu proje Avrupa Birliği ve Türkiye
Cumhuriyeti tarafından finanse
edilmektedir
Public Management is really
facing “unstructured complexity”
24. Bu proje Avrupa Birliği ve Türkiye
Cumhuriyeti tarafından finanse
edilmektedir
Challenges and Obstacles
within the Public Sector
25. Bu proje Avrupa Birliği ve Türkiye
Cumhuriyeti tarafından finanse
edilmektedir
Challenges and Obstacles within the Public Sector
Limited time for change
26. Bu proje Avrupa Birliği ve Türkiye
Cumhuriyeti tarafından finanse
edilmektedir
Limited time for change
Purpose
Organization
Cost
(resources)
Scope
Time
(schedule)
27. Bu proje Avrupa Birliği ve Türkiye
Cumhuriyeti tarafından finanse
edilmektedir
Limited time for change
Purpose
Organization
Cost
(resources)
Modularity
Scope
Time
(schedule)
28. Bu proje Avrupa Birliği ve Türkiye
Cumhuriyeti tarafından finanse
edilmektedir
Limited time for change
Re-assess master plan
& re-plan accordingly
• Understand trade-offs: time, scope,
cost and quality/benefits
• Define clear and smaller project
milestones
• Communicate clearly findings to key
stakeholders.
29. Bu proje Avrupa Birliği ve Türkiye
Cumhuriyeti tarafından finanse
edilmektedir
Challenges and Obstacles within the Public Sector
Legal and Regulatory
Issues
30. Bu proje Avrupa Birliği ve Türkiye
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edilmektedir
Challenges and Obstacles within the Public Sector
Less Flexible Workplaces
31. Bu proje Avrupa Birliği ve Türkiye
Cumhuriyeti tarafından finanse
edilmektedir
Less Flexible Workplaces
…bureaucracy constitutes the
most efficient and rational way
in which human activity can be
organized, and that systematic
processes and organized
hierarchies were necessary to
maintain order, maximize
efficiency and eliminate
favoritism.
Source:
Max Weber,
Wikipedia
…bureaucracy as a
threat to individual
freedom, in which the
increasing
bureaucratization of
human life traps
individuals in an "iron
cage" of rule-based,
rational control.
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Less Flexible Workplaces
…bureaucracy constitutes the
most efficient and rational way
in which human activity can be
organized, and that systematic
processes and organized
hierarchies were necessary to
maintain order, maximize
efficiency and eliminate
favoritism.
…bureaucracy as a
threat to individual
freedom, in which the
increasing
bureaucratization of
human life traps
individuals in an "iron
cage" of rulebased, rational control.
This is mostly nonsense, particularly in today’s hyperchange environment where flexibility is essential
Source:
Max Weber,
Wikipedia
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Challenges and Obstacles within the Public Sector
Lack of a performance culture
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Lack of a performance culture
• Bureaucracy: “…follow instructions and procedures.”
• Lack of skills required to undertake the taks.
• Wrong incentives: promotions on the basis of who
people know, not what they know.
• Lack of definition of what the meaning of success is...
• Lack of mission.
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Lack of a performance culture
Before Change:
•
•
•
OSHA measured success in terms of the
number of inspections and fines
(sanctions) imposed.
Punitive attitude toward business.
Employees lose sight of the overall
mission.
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Lack of a performance culture
After Reform:
•
•
•
•
Commitment to Mission.
“Reducing
the
number
of
injuries, illness, and eaths in the
workplace.”
Goals and metrics related to “the
elimination of all preventable workplace
ills in ten years.”
Literally impossible to achieve --) goal
was to stimulate innovative thinking.
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Challenges and Obstacles within the Public Sector
Public Accountability
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Public Accountability
Penalties for failure are almost always
greater than the rewards for exceptional
performance
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Challenges and Obstacles within the Public Sector
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The Long Conversation :
Aligning the Key Organizational Elements
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The Long Conversation:
Aligning the Key Organizational Elements
0. Take a comprehensive
approach
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The Long Conversation:
Aligning the Key Organizational Elements
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The Long Conversation:
Aligning the Key Organizational Elements
Strategy represents the purpose of the organization, in particular the
value it intends to create for key stakeholders
Structure describes how people & assets are clustered in
responsibility
centers
according
to
the
nature
of
work, customers, etc.
People and culture describe the skills and behaviors of people
(including leaders), as well as their values and beliefs.
Business processes refers to the activities to be performed and
coordinated in order to deliver value to stakeholders.
Technology comprises both tangible (systems and equipments) aas
well as intangible (knowledge) assets that support processes.
Management processes consist of the systems put in place to steer
the organization in the direction of its purpose.
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The Long Conversation:
Aligning the Key Organizational Elements
The Instituto de Astrofísica de
Canarias (IAC) is an internationalized
Spanish research centre. It has two
headquarters and two observatories
set in an environment of excellent
astronomical quality, both constituting
the European Northern Observatory
(ENO) .
The Instituto de Astrofísica is the main
headquarters and normal workplace of
the greater part of its staff.
Here, astrophysical research and
technical projects are developed.
There is also a postgraduate school.
The IAC also considers scientific
outreach as one of its principal aims.
Change Program:
Implementating
Management Systems
and IT to improve
process integration and
coordination within the
organization and with
external partners (other
European institutions in
Italy, Germany, France
and the UK.
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The Long Conversation:
Aligning the Key Organizational Elements
• Increase in information and
material processing capacity.
• Standardisation of work.
• Higher level of
interdependence and
integration among tasks.
• Knowledge sharing practices
MANAGEMENT
SYSTEMS &
TECHNOLOGY
• Project-oriented
approach
• Use of virtual platforms
• Use of ERP software.
• Team work culture
• Modification of
communication models
• Changes in recruiting and
training procedures or
needs
• Gains and losses in
status
PROCESSES
Mutual adjustment
STRUCTURE
PEOPLE
• Greater decentralization
and autonomy
• Greater inter-functional
integration
• Role definition and
incentives based on
horizontal models
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The Long Conversation:
Aligning the Key Organizational Elements
One of the goals early in the
transition should be to identify
potential misalignments:
•
Structure and strategy misalignment.
•
Skills and strategy misalignment.
•
Process and strategy misalignment.
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Skills and strategy misalignment
Change Program
Before:
• Processes
performed by a
local agency
After:
• Processes performed by
third parties.
• Integration and
performance control
managed by the local
agency
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Skills and strategy misalignment
Change Program
Misalignment:
Operations Strategy:
• Processes performed by
third parties.
• Integration and performance
control managed by the
local agency
• New Managers’ skills:
Orchestration rather
than execution.
Controlling service
levels rather than
delivering service
levels.
Developing and
training.
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The Long Conversation:
Aligning the Key Organizational Elements
Leaders in government should
be prepared to take on the
role of organizational
engineers
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The Long Conversation:
Aligning the Key Organizational Elements
1. Improve performance
against Agency Mission
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Improve performance against Agency Mission
Type of Public
Organization
Mission
Examples
Performance
Objectives/Metrics
Service Delivery
Provide specified
services to the public
as efficiently and
effectively as possible
Health care agencies, Efficient delivery,
infrastructure
security and integrity,
development
error minimization
programs, financial
services, information
distribution, social
service agencies
Analysis and
reporting
Provide policy makers Treasuries, budget
with specified
authorities,
information and
intelligence agencies
analysis
Accuracy, timeliness,
risk management
What is my organization’s mission?
How is it expected to create public value?
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The Long Conversation:
Aligning the Key Organizational Elements
In Government, the fundamental
strategic questions concern..:
•
•
•
•
•
The mission of the organization,
The interest of all various stakeholders,
The regulatory constraints within which
you must operate,
The extant skills and capabiities of your
group,
The availability of the resources you need.
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The Long Conversation:
Aligning the Key Organizational Elements
2. Create a Roadmap:
Identify performance objectives
Set priorities
Roll out the change program
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The Long Conversation:
Aligning the Key Organizational Elements
Change program must be formally defined in
terms of milestones and deliverables,
monitoring and tracking the schedules are
critical activities to ensure deadlines are met.
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Effort Level
Change Program must be…
Executing
Initiating
Planning
…formally
defined in terms
of milestones &
deliverables
Closing
…executing +
…monitoring
and tracking the
schedules
Assessing
Time
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The Long Conversation:
Building Key Org. Capabilities
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The Long Conversation:
Building Organizational Capabilities
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The Long Conversation:
Building Organizational Capabilities
Intelligence
Information
Effectiveness
Coordination
Operational
Automation
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ERICSSON: Adaptation Process
Building Organizational Capabilities
Business Model (Strategy)
(Fundaments)
Key Enabler (ITC)
•Decentralized global company
•Decentralized requisition management
•Internal capabilities in each area or
business process
1998-1999
Key Process Characteristics
•Catalogued materials
•SAP & B2B
Procurement
•Centralized management of suppliers.
•Independence.
2001
•Consolidation of support processes in
shared services
•Service culture in back-office
departments
+
•The same electronic purchase-to-pay
process for the market unit (PortugalSpain)
•E-p2p (new SAP
version)
•Supplier delivering in more than a
country.
2002-2003
•Global company
+
+
•Reduction of local capabilities
•Common global purchasing process for
MRO
•IBX marketplace
•Consolidation of subsidiaries and
suppliers
•Supplier: global contract and local
deliveries.
•Centralized management of the process.
•Outsourcer: IBX.
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The Long Conversation:
Building Organizational Capabilities
Collaborative network of key
agents/users engaged in
collective action-learning and
knowledge diffusion
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Social learning:
…learning by observing the actions of other people.
Agency Top Manager
Team Leader
Teams or Commitees
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Collaborative network
Element
Intra-unit team
Social network
Org. Scope
Functional or business units
Multi-functional and multi-business
Size and
cohesiveness
Small, closed and tight
Large, open, and loose
Members
Employees affiliated to functional or
business unit
Users across the organization at all
levels.
Perspective
Depth of dimensional detail, regarding
function, product, geography or channel.
Breadth of multi-dimensional
interdependences
Paradigm
Variety
Low. Social and technological affinity
induces shared paradigms among
members.
High. Paradigms may clash, exposing
conflicts and dilemmas.
Coordination
Role
Key user coordinates intra-unit work and
learning, connecting it to the larger multidimensional perspective addressed by the
social network.
Key users participate in crossfunctional action-learning and
knowledge diffusion across the social
network, informing it with their narrow
intra-unit perspective.
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The Long Conversation:
Building Organizational Capabilities
Encouraging learning and
sharing mastery techniques
within the different org. areas
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The Long Conversation:
Building Organizational Capabilities
Leading through an involved and
developmental style of leadership
that creates a supporting
atmosphere for learning &
exploration
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The Long Conversation:
Building Organizational Capabilities
Be a Leader, not a Bureaucrat
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The Long Conversation:
Building Organizational Capabilities
Gustavo Dudamel
Currently serving as Music Director of both the Simón
Bolívar Symphony Orchestra of Venezuela and the Los
Angeles Philharmonic.
• Energy management
• Encourage proper
behaviour
• People development
• Humility and impetus
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The Long Conversation:
Building Organizational Capabilities
Changing the collective behaviour
of the group changes the culture…
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The Long Conversation:
Building Organizational Capabilities
Transitioning from traditional
planning and control to
management by directed
incrementalism
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The Long Conversation:
Building Organizational Capabilities
…working on the short and long
terms in parallel, you are going to
be stronger.
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Change Program must be based on…
A structured chronological framework
A Development and Learning process
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Change Program must be…
Element
Description
Strategy
Bidirectional alignment between organization and the adoption strategy.
Automation, coordination and information support opportunities are identified by
a discovery process that contains Osmosis, Growth and Adaptation. Strategy is
not only deliberate, but also emergent.
Leadership
Top managers create the appropriate environment for exploring opportunities
and learning; this environment is neither directive nor laissez faire but “involved
and developmental”. Cross-unit management team stimulates convergence of
the learning process.
People
Key users/agents are catalysts of learning acting as pivots between the deep
intra-area perspective in their units and functional domains and the broad interarea perspective of internal and external business processes and systems.
Supporting specialists work under a “prototype” mindset.
Organizational
structure
Teams and Social Open Networks combined to provide both depth of
dimensional (function, processes) detail, and breadth of multi-dimensional
perspective. Effective governance by the cross-unit management team with
participation of key users.
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Change Program must be…
Element
Description
Planning and
Control
Directed incrementalism: a management decision making approach that
balances direction (expressed as vision and objectives) with incremental
execution. Visions are translated into strategic options and put into practice
through action-learning. Fast learning cycles eliminate non promising options
and concentrate resources on most promising ones, progressively revealing
appropriate transition paths. This approach is key to handle the inherent
uncertainty and political context of the Long Conversation.
Motivation
People motivated by an environment of collaboration, discovery, conjoint design
and public recognition of contribution, combined with the satisfaction that results
from achieving business value from ES by co-creating a path of small,
progressive victories.
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Final Thoughts
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Oswaldo Lorenzo
Professor of Management
Deusto Business School, Spain
Blog: www.longconversation.com
@Lorenzooswaldo