caf in action: managing organisational transformation

CAF in Action:

Managing Organisational Transformation

8th European CAF Users’ Event “Leading Quality into the Future” 12 April 2018, Sofia, Bulgaria

Region of Crete

Dr. Nikos Raptakis

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Outline

1. Background and context of the organisation

2. Background of the case

3. Process/dynamics

4. Results/outcome

5. Lessons learned & key recommendations

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Managing Organisational Transformation

Mission, Vision, Values

Change

Management

Strategy and goals

Operational

Objectives

Knowledge, Communication

People’s

Involvement

Strategic

Partnerships

Digital Innovation

Process Innovation

Skills Development

Accessibility

Public Awareness

Working Environment

Motivation, Empowerment

Transparency

Citizen Participation

Performance

Improvement

Quality of Services

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Managing Organisational Transformation

Mission, Vision, Values

Change

Management

Strategy and goals

Operational

Objectives

Knowledge, Communication

People’s

Involvement

Strategic

Partnerships

Digital Innovation

Process Innovation

Skills Development

Accessibility

Public Awareness

Working Environment

Motivation, Empowerment

Transparency

Citizen Participation

Performance

Improvement

Quality of Services

5 .

LEADERSHIP

PEOPLE

STRATEGY

AND PLANNING

PARTNERSHIPS

AND RESOURCES

PEOPLE RESULTS

CITIZEN/

CUSTOMER-

ORIENTED RESULTS

SOCIAL

RESPONSIBILITY

RESULTS

PROCESSES KEY PERFORMANCE

RESULTS

ENABLERS RESULTS

INNOVATION AND LEARNING

CAF in Action: Managing Organisational Transformation

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1. Background & Context of the organisation

Region of Crete Directorate of Transport (DTC)

Regional Government 8 Directorates on Crete

Matrix-Organisation 120.000 administrative acts per year

4 Regional Units Department of driving license

6 Directorates-General Department of vehicle registration

38 Directorates Technical Department

900 Public Servants Secretary Department

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Mission: We balance the interests of our Stakeholders

DTC

Employees

Citizens

Customers

Partners Manageme

nt

Regional Council

Ministries

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Organisation Resource

Management Process

Efficiency Customer

Satisfaction

“Nothing happens in vain, but out of reason and necessity.” (Leucippus 370 BC)

2. Background of the case – Critical AFIs

Identifying Critical Areas for Improvement

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How do we understand Vision?

Logic

Courage

Vision “Go as far as you can.

Go further than you can.” (Nikos Kazantzakis)

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Our Compass - Commitment to clear values

Quality of Service

Transparency

Efficiency

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Strategic Planning on four main pillars

Organisational Innovation

Technological

Innovation

Process Innovation

Digital Innovation

Quality Transparency Efficiency

People

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3. CAF in Action: Steps to Organisational Transformation

1. Vision

2. Strategy

3. Motivation & Involvement

4. Action

Planning

5. Implementation

6. Review and

Improvement

People

Process

Organisation

ICT

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1. Challenge: Prioritizing Areas for Improvement

Infrastructure • Obsolete building • Inadequate working

conditions

• Problematic accessibility

Organisation • Long waiting corridors

• Chaotic counters

• Closed doors (not for all)

People • Demotivated Employees

• Low self-esteem

• Conflicts between (and with) customers

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Envisioning Organisational Innovation

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Designing a People-focused workplace

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2. Challenge: Prioritizing Areas for Improvement

Security • Lack of Information

Security • No data retrieval possible

• Damage of paper records

Transparency • Lack of Transparency

• Lack of Traceability

• Source of corruption

Costs • The largest archive • Increasing records

• Cost of storing paper • Limited Capacity

• Low Process Efficiency

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Manage continuous improvement: The DTC digitization process model

SUPPORT PROCESSES

IT Management

Facility Management

Purchasing Maintenance

KEY PROCESSES

Quality Control

Digital Signing

Storage Collect Prepare Scan

MANAGEMENT PROCESSES

Strategic Planning

HR Management

ENPE Contract Management

OAED Program Management

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A Leadership task: Inspire your people!

“If you want to build a ship,

don’t drum up people

together to collect wood and

don’t assign them tasks and

work…, but rather teach them

to long for the endless

immensity of the sea.” (Antoine de Saint-Exupéry)

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Measurable Key Performance Results

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People Results: The joy at work

Not everything that can be counted counts,

and not everything that counts can be counted. (Albert Einstein)

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3. Challenge: From Chaos to e-Chaos?

Counter 8 Counter 7 Archive Registration Approval Labeling

Information

Fill in documents Submit files

Docs

OK?

Docs

OK?

Data entry

Printing Record Temporary

storage

Searching

Docs

OK? … +20 more

steps…

Sample Process: Driving Licence Renewal

6 Working stations, 32 process steps, high error rate, 4 months processing time

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Manage Efficiency: Business Process Reengineering

Process redesign

Process engineering

Process improvement

KPIs

One-stop services

Organization

Training

IT Integration

Standardization

Master files

Automation

Dynamic QR

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4. Challenge: e-Government

Website

e-appointment

smart queuing

Business intelligence

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4. Key Results in alignment with our core Values

• 96% customer

satisfaction index

• 92% use of

appointment service

• Citizens’ service desks

• Ergonomic conditions

• People serving people

Quality

• 100 % electronic

customer assignment

• No dividing walls

• Clarity, glass offices

• Data integrity

• Digital signing and

tracking

• Authentication

Transparency

• 70% cost saving

• 65% process efficiency

• Information security

• Error reduction

• Clear roles and

responsibilities

• High degree of capacity

utilisation

Efficiency

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5. Lessons learned & key recommendations

• Sustainable change is always driven by people

• Consider all relevant stakeholders, their needs and expectations

• Develop and share core values and a common vision in your team

• Communicate the need for change, overcome the resistance

• Plan the right actions and find the right pace of change

• Inspire, motivate, involve your people and recognize their efforts

• Move from separate solutions to integrated initiatives

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LEADERSHIP

PEOPLE

STRATEGY

AND PLANNING

PARTNERSHIPS

AND RESOURCES

PEOPLE RESULTS

CITIZEN/

CUSTOMER-

ORIENTED RESULTS

SOCIAL

RESPONSIBILITY

RESULTS

PROCESSES KEY PERFORMANCE

RESULTS

ENABLERS RESULTS

INNOVATION AND LEARNING

High Intention

Sincere

Effort

Intelligent

Execution

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“Excellence is never an accident.

It is always the result of high intention,

sincere effort, and intelligent execution;

it represents the wise choice of many

alternatives; choice, not chance,

determines your destiny.” Aristotle (384 - 322 BC)

Principles of Excellence

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Questions

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Thank You

Kalaitzakis Theodoros, RoC

Kalaitzakis Manos, ICS

Dr. Kotsoglou Kyriakos, RoC

Koukiadakis Evripidis, RoC

Dr. Raptakis Nikos, RoC

“By believing

passionately in

something that

still does not exist,

we create it.”

(Nikos Kazantzakis)

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Contact details

Name: Dr. Nikos Raptakis

Email: n.raptakis@crete.gov.gr

Phone: +30 2813 400227

Website: www.crete.gov.gr