51013840 04032010 swk lab awareness workshop v2

8/6/2019 51013840 04032010 SWK Lab Awareness Workshop v2

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Labs to accelerate delivery

2 March, 2010CONFIDENTIAL AND PROPRIETARY

Any use of this material without specific permission is strictly prohibited
http://www.sxc.hu/browse.phtml?f=download&id=898424


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Todays discussion

Objectives of todayContext

The Sarawak Civil Service istransforming using the principles of

High performing teams

Excellent service delivery

Federally, Malaysia has begun aGovernment Transformation

Programme (GTP) focusing on

6 NKRAs, underpinned by 1Malaysia

To kick-start NKRA delivery with

maximum intensity, DSIJ initiatedLabs in each area

Share what labs are in the contextof the GTP

Talk about low labs work

Draw implications for Sarawak


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Agenda

Registration 08:00 am 08:30 am1

Coffee Break 10:45 am 11:00 am3

Lunch 12:00 pm 01:00 pm6

Agenda Time

Break-out session 1/ De-brief 11:15 am 12:00 pm5

01:00 pm 01:45 pm7 Break-out session 2/ De-brief


02:30 pm 03:00 pm9 Closing Remarks

11:00 pm 11:15 pm4 Introduction to break-out sessions

Labs in the context of GTP 08:30 am 09:45 am2

Sharing session/ Panel discussion 09:45 am 10:45am3


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Prime Ministers Statements on Government Transformation

(12th Sept 2009)

The Government is set to begin the transformation process

in strengthening the efficiency of its delivery system

The KPI / KRA were not mere acronyms as they offered clear

measures designed to ensure that the government is

continuously working to better serve the needs of Malaysians

Ourreal workwill begin as we make the transformation of

government services happen


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1. Vision 2020 is only 10 years away The gap remains significant

2. The economy is in recession Unprecedented level of budget deficits

2. Unemployment and job losses on the rise

3. Crime is becoming a serious issue

4. Corruption Malaysias international transparencyranking has dropped

From 43 (2007) to 47 (2008)1

6. Competitiveness Malaysias international ranking hasdropped From 21 (CGI 2009-2008) to 24 (CGI 2010-2009)2

Our next generation is poorly equipped vis-a-vis

education, TIMSS ranking has dropped

Rakyat

demanding

change thatthey can

see & feel

Transformation is an imperative

1 Transparency International (TI) Corruption Perception Index (CPI)

2 Global Competitiveness Index (CGI)


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People First Performance Now

1Malaysia

Unity in

Diversity

Government for

all

Reducing crime

Widening access to quality

and affordable education

Improving infrastructure in

rural areas

Raising living standards oflow income households

Fighting corruption

Improving urban public

transport (medium-term)

Public Service Delivery of :

Improved outcomes

for all Malaysians

National Key Result Areas

(National Priorities)

Economic

competitiveness

The six NKRAs selected are linked to 1Malaysia, People First,

Performance Now

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What is Transformation?

It becomes a

totally differentorganisation

It operates

differently

Being

(Character)

Doing

(Action)

Transformation entails fundamental change in: The waythe organisation DOES its activities (Doing)

The CHARACTER of the organisation (Being)

To achieve Big Fast Results

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Transformation Model

Transformation programme is an excellentway to change the doing sideof the equation (i.e., focusing on the Key Result Areas)

We will implement the KRAs using a new way of working (e.g labs,open-house / townhalls, etc) to deliver big results fast

This new way of working will become institutionalised over time,thereby transforming the Government

Doing

(Action)

Drives Being

(Character)

A fundamental change in action will result in changing the organisations

character

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Copyright20

01JeanieDanielD

uck

No breakthroughwithout breakdown

Transformation journey

What and How will it feel like?

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Transformation is all about achievingBig Results Fast ..

Content Content

Content Content

Content Content

Speed of execution

Magnitude /

Boldness of

Reform

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Remember the 6 Secrets of Transformation

The Game of

Impossible

P&L

Anchorage

Discipline

of Action

Situational

Leadership

WinningCoalitions

Divine

Interventions

1

2

3

4

5

6

Olympic targets Conquer the fear of failure

Anchor on outputs and outcomes which impactthe Rakyat

Plan and track results (daily, weekly, monthly)

Reward and celebrate success

Directive in the beginning of the journey Empower in the later part

Collaborate with key partners and stakeholders

A lot of things are outside of our control (>60%)

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GTP Key Success Factors

1. Leadership drive PM, DPM, Cabinet Ministers and Top CivilServants

2. Clear roadmap 1 Malaysia, People First, Performance Now

3. Anchor on what the the Rakyat want and needBig Fast Results (6 NKRAs and MKRAs)

4. Discipline of Action New way of working e.g., labs, KPI,performance monitoring, etc.

5. Winning coalition the civil service, politicians andPEMANDU

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An intense problem solving environment within a dedicated &

co-located workspace with a full time working team

Teams work towards deliverables with intensive progress

monitoring

Enables teams to work towards delivering big fast results

Catalyses internal capabilitybuilding and helps identify hidden

talent

What is a lab?

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The lab will involve a radically new approach

to developing solutions

Traditional approach

Lab approach

Development teams know what they

want only when they experience

Development teams know what they

want in advance

Requirements evolve through as

progress is made through learning anddiscovery

Requirements and needs are right the

first time

Major changes can and will be

introduced throughout the development

process

Changes are minimised or even frozen

during the development process

The senior leaders and decision-

makers are part of the development

process

Development teams meet senior

leaders and decision-makers at the end

video

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http://opt/scribd/conversion/tmp/scratch4532/C:/Documents%20and%20Settings/1172089/Desktop/GTP/1.%20N-KRAs/NKRA%20Videos/KHZ063_Lab_final.mpghttp://opt/scribd/conversion/tmp/scratch4532/C:/Documents%20and%20Settings/1172089/Desktop/GTP/1.%20N-KRAs/NKRA%20Videos/KHZ063_Lab_final.mpg


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Physical(What you see)

Radical way of working(What you experience)

Best Possible 20 leaders with

excellent facilitation skills (8 x 20 =

160 people will be involved)

Dedicated working space & tools

(database, templates, etc)

Full-time & time boxed (typically 1

month)

Daily log books and war room

Intense open debates & hands-on-

deck approach

Breakdown of silos & bureaucracy

Syndication & experimentation(pushing the boundaries)

Radical, practical & innovative

solution to achieve BIG FAST

RESULTS

What you will see and experience in a lab?

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What is expected to come out of the lab?

Clear KPI &action plan to

achieve the

results

Action parties,timeline / date of

completion for

each activity

What ? How ?

Clear descriptionof the activities /

solutions to

achieve the

results

Who & When ?

SOLUTIONS TO ACHIEVE

BIG FAST RESULTS

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Completed in 6 weeksCompleted in 6 weeks

What is expected to come out of labs?- an example from the NKRA

labs

8 Labs

11 binders

~3000 pages

43 NKPIs

104 programs

2029 projects

7307 activities

S

entto

allca

binet

ministers

onthe7

th

Decem

ber200

9

Sen

ttoall

cabin

et

ministerso

nthe

7th

Decem

ber200

9

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Th l b i b l thi h


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Learning

Fact-finding Research (best

practices,

success stories,

etc)

Lab Environment Lab Objectives

Brainstorming and

problem solving

Intervention design Follow-up on

outstanding Issues

Documentation

and dataentry

Data analysis andnumber-crunching

Stakeholderanalysis

Root causeanalysis

Analysis

Outcomes from

external meetingsand discussions

Syndication

Discussions and

Debriefs

The lab is a busy place many things can happen

at the same time

Inputs Outcomes

Working teams

Key stakeholders(internal and

external)

Data andbackground

materials

Skilled andmotivated teams

Delivery plans

Resourcingstrategy (people

and financing)

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Th l b it ti d i ki i t k


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The lab encourages iterative designs, making mistakes

and learning from them ...

EnhanceTest /

Syndicate

Enhance

Redesign business as usual

Analyse root causes of issues Develop and refine current

practices

Design newprocesses

to improve

efficiency

Leverage enabling technology

Understand capabilities of existinghardware/software

Observe ground realities through field visits Invite frontliners to share experiences and ideas Test ideas and refine together with stakeholders

Keep iterating torefine and enhance

user experiences

Experiment, observe and

evaluate human issues

Test /

Syndicate

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K l i l b

Focus of


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Key roles in a lab

Lab Sponsors

Overall direction and raise ambition to achieve Big Fast Results

Intervenes upon request to resolve specific problems

Lab facilitator

Guides and challenges the teams towards bigger ambitions and

faster delivery within existing resources, dig deep into root causes,

think beyond existing boundaries, leverage delivery principles Provide templates to help structure processes, deliverables etc.

Role Typical activities

Lab Team

Members

Full time and accountable for developing delivery plan (i.e. doing

the problem solving, writing the plan, preparing the analysis andslides, presenting it, syndicating it, getting the sign off)

Assistant Lab

Leader

Strong technical knowledge and data management skills Guides teams through complex, fact-based analyses

Lab Leader Day-to-day guidance and quality management Leads presentation to the rakyat during the Open House

next section

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Role of a lab leader


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Role of a lab leader

Provide day-to-day leadership and focus on BIG FAST RESULTS

Demand ambitious targets that are impossible to deliver andcreative solutions that challenge the status quo

Break through silos and foster collaboration

Recognize good performance, address poor performance

Make sure the most important stakeholders are engaged in theright way at the right time

Deliver high quality output on time, every time

Ensure the recommendations from the lab are syndicated withand signed off by the PM and Cabinet

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Lab Facilitators are here to assist


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Lab Facilitators are here to assist

To assist in providing guidance/framework tothe lab leaders and the lab members in the 1st week

To provoke and challenge the current ideas -

to achieve BIG RESULTS FAST

To assistto help to refine the detailed actionsplans

To assistin shaping and translating ideas intoconcrete action plans

To assist in helping preparing the presentationor reports

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Lab leaders must work together with the lab facilitators


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Lab

Facilitators

Lab

Leaders

but the ownership must be with the lab leader

Lab leaders must work together with the lab facilitators

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Lab leaders must push to translate ideas to


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Lab leaders must push to translate ideas to

results by cutting through hurdles..

Obstacles

ResultsIdeas

BureaucracySilos

1 2 3

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15

Lab deliverables- an example from the subsidy lab


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Set of outcome-based

recommendations with clear

targets and trajectories

Lab deliverables- an example from the subsidy lab

1 2 Ready for publicationdelivery plans

3 Ready for syndicationmaterials for Cabinet

Workshop

2010 2011 2012 2013

1520

30

40

201320122010 2011

XYZ subsidyRM per liter

ABC subsidy

Percent of cost

Roadmap for

GovernmentSubsidy

Rationalisation

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Every lab participant has a responsibility to manage confidentiality


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Every lab participant has a responsibility to manage confidentiality

Open environmentand communication

Control over sensitive/confidential information

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Some tips and tricks to keep you sane


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Some tips and tricks to keep you sane

Ramp upquickly

Understand what the lab is about, its deliverables and expectations

Familiarise the lab subject quickly

Develop workplan and routinely assess outcomes be quick tochange modus operandi if things are not working

Most of the expertise and talent required exists inside the lab

Cross-functional team implies cross-functional activityLook Within

Involve stakeholders early and often

Bring non-participating members on board through field visits,interviews, lab visits, focus group discussions, etcSyndicate

Nurture differences of opinion - encourage constructive contention

Have humour and schedule fun as well as work

Take time to celebrate successes, small and bigHave fun !!

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Labs will accelerate and detail recommendations and activities
http://www.sxc.hu/browse.phtml?f=download&id=1010834http://www.sxc.hu/browse.phtml?f=download&id=897342http://www.sxc.hu/browse.phtml?f=download&id=1182890


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KFA

30,000feetabove ground

3feetabove ground

Labs dive deep to the

point where theimplementors can

confirm they know

exactly what to do next

MinisterSG

DG

JUSA

A,B,C

52 - 54

44 - 48

36

Detailed Activities

Others

DSG

Radical, practical &innovative solutions

will surface from the

lab

CM

Labs will accelerate and detail recommendations and activities

down to the 3 ft level

Zadil, can you

pls help me fill

the correct

hierarchybelow CM in

SWK?

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Whats in it for the lab participants?


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The greatest reward for a mens toil is not what you get from it but what

you become of it- John Raskin

p p

It will be an exhausting, all consuming, timecommitment

You will personally contribute to big impact at aState level

Tremendous personal learning anddevelopment

You will discovera new way of working thatwill make you effective irrespective of your

environment

Yourfull potential could be discovered andyour career greatly accelerated

You will have direct access and networking

opportunities with the leaders of our country(e.g. PM, KSN, Cabinet, KSUs)

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TERIMA KASIHTHANK YOU

Kotohuadan

TRACKERAgenda


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Lunch 12:00 pm 01:00 pm6

Agenda Time








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0The Rural Basic Infrastructure Lab


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6-8 weeks

31 Lab participants+

100 invited guests

4 sub-NKRAs

9000 projects

45,000 activities

TRACKEROur mandate was to deliver on the promised RBI targets


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Piping clean or treatedwater to the rakyat

Connecting the rakyat to socialand economic centres

Providing housing to thepoor and hardcore poor

Transmitting electricityto the rakyat

~360,000

houses

Over

140,000

houses

50,000

new and

restored

houses

Basicrural infra-structure

Over 7,000 km

of new and

upgraded

roads

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The laboratory developed a project-by-project EXAMPLES


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Divingdeep

into the3ft

level The electricity team reviewed

projects in the ~4,000-long list

Every road in ~2,000-long project

list was reviewed

The team reviewed the distribution of

housing in the ~150 district

The water team reviewed all

projects in the ~3,000-long list

delivery programme

SOURCE: KKLW

TRACKERWhat 6 weeks felt like


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Week 1

Team building

Setting therhythm and

tempo

Review of allthe NKRA

work to date

Problemanalysis,

definition,

base-line

analysis and

target

clarification

Devise criteriafor final project

selection

Week 5 - 6

Refine and

finalizedelivery plan

Approval andsignoffs by

PM, Minister

of KKLW, KSU

Preparematerials for

Open Day

Prepare fortransition back

to the Ministry

(setup of

Delivery

Management

Office)

Week 2 - 4

Review and

revise projectlists

Identificationand resolution

of delivery

bottlenecks

Inputs fromexperts

Syndicate withPM, Ministerof KKLW,

KSU, DSIJ

iterative

Post-lab Mini-lab

Funding

workshop

Cabinetworkshop

GTP OpenDay

Sunway Kuching Kota

Kinabalu

GTPRoadmap

launch

DTF 3 Lab Open Day DTF 4

Review water

program tofind low cost

alternative

sources ofclean water

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0The NKRA Labs Open Day


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U it f

80

What we had at the end of 8 weeks


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Detailed project

databases for every sub-

NKRA

1 2 Syndicated processacceleration initiatives for

prompt delivery

3 Ready for presentationmaterials for Open House

A n g g a r a

( R M )

1 J l n E v e r g r e e n , S e r i n g g o k , B a uK u c h in g / M a s G a d i n g1 3 2 4 0 , 0 0

2 K g . S i ra , L o r o n g 1 1 K u c h in g / M a m b o n g1 0 4 0 , 0 0

3 K g . S i m b o h K u c h i n g / M a m b o n g4 2 1 4 5 , 0 0

B i l N a m a K a m p u n P a r l i m e n B I L R U

L E B A R ( m e t e r/

6 m e t e r)J E N I S

J A L A N T I N A N G O L J K R S A B A H P . 1 6 8 N . 4 K U D A T 6 P R E M I X

J A L A N S E G A R O N G B J K R S A B A HP . 1 8 9 N . 5 4 S E M P O R N A 6 P R E M IX

J A L A N P A T I K A N G J K R S A B A H P . 1 8 0 N . 3 4 K E N I N G A U 6 P R E M IX

D U N D A E R AN A M A P R O J E K

J A L A N

P A R L I MP E R M O H

D A R I P A

P e r u n t u k a nB i l ( u n i t )P e r u n t uS e m e n a n j u n g 3 2 6 5 76 8 , 3 9 6 , 9 4 31 , 9 8 3 2 9 , 3 1 2 , 9

S a b a h * 2 5 8 4 95 4 1 3 8 2 4 31 2 8 9 2 3 2 0 2

N e g e r i2 0 1

B I N A B A B a i kN o P r o j e c t N a m e D i s t r i c t P a r l i m e n tD U N H o u se s C o s t (

1 1K p g . S g Lu m u t ( 3 2 ) , K p g . B u n t a l ( 5 2 p e m o h o n ) , K u c h i n gK u c h i n g P 1 9 3 N 4 1 55

1 2K p g . S g . N a n g k a & K p g . S g . B a t u , B u n t a lK u c h i n g P 19 3 N 4 6

1 3K a m p u n g S a n t u b o n g , K u c h in gK u ch in g P 1 9 3 N 4 3 4

1 4K a m p u n g S e l a n g L a u t , J a l a n T e l a g a A i r , M a t a n gK u c h i n g P 19 3 N 4 2 5

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U it f

Key lessons learned from the Lab


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1. Teamwork

Strong and dedicated team members Win their hearts - passion Set expectations early (both ways)

Leave ego outside

Rely on natural leaders within the team Have a sense of humor

2. Good facilitation Relationship between lab leader and facilitators est. understanding early Leverage on their network Get them to un-stick the team

3. Clarity of goals Define the problem & clearly structure sub-teams properly Establish priorities

4. Air-cover for tough decisions Start with good data Convince DSIJ - help him to help you

5. Syndicate early and often Get your facts right Make stakeholders feel that they matter Convert fence-sitters into supporters Address their issues

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What I personally got out of the Lab


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1. Tremendous personal development

2. Learning a new way of working & solving

problems

3. The opportunity to present and syndicate our

ideas to the PM, Cabinet, and KSN

4. Tremendous impact at the national level

5. New friends and colleagues

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Unit of measurePanel Discussion


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-Hashimi bn Hj Alwi, Jabatan Tanah dan Survei Sarawak

-Rodziah Mohd, Ministry of Public Utilities Sarawak

-Zadil Hanief, PEMANDU

Sharing of personal

experiences in labs

What worked well and what

could have gone better?

Questions from the floor..

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Unit of measure

Agenda

Agenda Time


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Lunch 12:00 pm 01:00 pm6

Agenda Time









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Unit of measure

Before embarking on a lab, you need to resolve the 3 Ps


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SOURCE: Source 43

Problem: Is there a clear and strategic problem to be solved or

opportunity to be seized? Is a lab the right environment to solve the

problem?

1

People: Do you have a clear and senior lab sponsor? Are you

prepared to put out your A-team full-time in the lab for 3-6 weeks?

Have you identified a lab leader and facilitators?3

Plan : Do you have a clear plan that scopes out the lab deliverables?Do you have clear deadlines? Do you have all the data and

resources needed to begin work?2

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Instructions to participants Breakout Sessions


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Please break out into your groups

Time: 45 mins per breakout session (30 mins to fill thetemplates in your groups, 15 mins to de-brief)

In your groups, fill out the Lab Readiness

Templates on the flipcharts provided in your

breakout areas

Identify 1 issue that everyone in your group wants tosolve using the lab approach

Try to make your answers as specific as possibleThe guiding questions in the template will help youstructure your thought process

Select 1 person who will present your answers and

how you arrived at them to the group at the end of

the session

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Unit of measure

Suggested Principles for Breakout Session


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Keep raising limits

of ambition

Rakyat first Focus: What is

MOST important?

Think without

constraints

When in doubt, put

a stake in the

ground and go on

Participate, debate

No idea killers No evaluation Crazy ideas

are okPoliticallyunacceptable

Done before

Not possible

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Unit of measure

Breakout sessions Team structure


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SOURCE: Source 46

Group 1

_

_

_

_

_

_

_

_

_

_

_

_

Group 2

_

_

_

_

_

_

_

_

_

_

_

_

Group 3

_

_

_

_

_

_

_

_

_

_

_

_

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Unit of measure

Breakout sessions Team structure


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SOURCE: Source 47

Group 4

_

_

_

_

_

_

_

_

_

_

_

_

Group 5

_

_

_

_

_

_

_

_

_

_

_

_

Group 6

_

_

_

_

_

_

_

_

_

_

_

_

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Unit of measure

Agenda

Agenda Time


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SOURCE: Source 48



Lunch 12:00 pm 01:00 pm6








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Unit of measure

Lab Readiness Template 1- Problem

Problem Definition


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SOURCE: Source 49

How is it core to govts aspirations? Key Success FactorsWhy is the lab approach appropriate?

Is the problem more than just business asusual for your department?

Is it key to achieving a target announced to therakyat?

Is it an issue that is part of a bigger problemthat the govt. is working towards resolving?

Will solving it impact the lives of many people?

Do you need to tear down walls/ bureaucracy?

Do you need collaboration from many peopleacross departments/ agencies/ ministries?

Do you need to drive scale or pace unlike everbefore?

Do you need heavy-duty brainstorming togenerate radical but practical ideas and

syndicate with stakeholders?

Specific?

Measurable?

Achievable?

Realistic?

Time-bound?

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Unit of measure

Agenda

Agenda Time


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SOURCE: Source 50



Lunch 12:00 pm 01:00 pm6








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Unit of measure

Agenda

Agenda Time


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Lunch 12:00 pm 01:00 pm6








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Unit of measure

Lab Readiness Template 2- Plan

Lab deliverablesDo you have all the data/ resources you

need?


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Do you have a timeline for the lab? Key Success FactorsWorking rhythms

Final Deadline:

Lab duration:

Wk 1:

Wk 2: Wk 3:

_

_

_

Block time for syndication meetings early!

What sub-groups will you have and what is theworking relationship between the groups?

What is the weekly schedule for the lab? (keymeetings, discussions, problem solving sessions

etc.)

Start/ end/ lunch timings?

Attendance requirements (100%)

List the data/ resources you need

Can you identify the source of every piece ofdata?

Is it likely to be accurate?

What are the key deliverables or outputs thatyou expect to see at the end of the lab?

What are the key success factors for the lab?

What work will fall within the scope of the laband what is out of boundaries for the lab?

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Unit of measure

Agenda

Agenda Time


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SOURCE: Source 53



Lunch 12:00 pm 01:00 pm6








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Unit of measure

Lab readiness Template 3 People

Who is your lab sponsor and why? Key Success Factors

Who is your A-Team and why?


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Who is your lab leader and why? Key Success FactorsWho is your facilitator and why?

Do you have a clear and most senior labsponsor?

Can the sponsor easily clear 99% of the

political obstacles that may arise?

Can the sponsor devote 1-2 days per week fulltime to the lab?

Who is your A-team?

Are you prepared to put your A-team full time inthe lab for 3-6 weeks?

Are these people the movers and shakers ofyour departments?

Are they willing to dedicate themselves 60hours a week?

Have you identified a lab leader who is up tothe task?

Is this person a known high performer who isgood with numbers, people and politics?

Is this a person with access?

Have you identified facilitators who are upto thetask?

Have they done this before?

Are they prepared to give this 70 hours aweek?

TRACKER

Unit of measure

Agenda

Agenda Time


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Lunch 12:00 pm 01:00 pm6








TRACKER

Unit of measure

Lab Readiness Template 1- Problem

Problem Definition


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How is it core to govts aspirations? Key Success FactorsWhy is the lab approach appropriate?

TRACKER

Unit of measure

Lab Readiness Template 2- Plan

Lab deliverablesDo you have all the data/ resources you

need?


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Do you have a timeline for the lab? Key Success FactorsWorking rhythms

TRACKER

Unit of measure

Lab readiness Template 3 People

Who is your lab sponsor and why? Key Success Factors

Who is your A-Team and why?


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Who is your lab leader and why? Key Success FactorsWho is your facilitator and why?