bfbm(3-2016) reinventing government
TRANSCRIPT
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REINVENTING GOVERNMENTProf.Dr.Aung Tun Thet
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REINVENTING GOVERNMENTProf.Dr.Aung Tun Thet
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INTRODUCTION
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REINVENTING GOVERNMENT• From bureaucratic organizations and behaviour • To entrepreneurial organizations and behaviour
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REINVENTING GOVERNMENT• Public organizations and systems innovate• Continually improve quality • “Self-renewing” system• Public employees accountable for results• Customer choice • Competition with private sector
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‘INTRAPRENEUR’
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ENTREPRENEURS• Risk-takers• New ideas• Make dreams reality • Passion
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INTRAPRENEURS• Work inside organizations • Make effective use of entrepreneurial talent• Responding to challenges facing government
organizations• Professionally and personally fulfilling
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REINVENTING GOVERNMENT• ‘Intrapreneur’• Psychological ownership • Transformation from ‘employee’ to ‘owner’
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INTRAPRENEUR• Transform novel ideas into profitable realities• State of mind• Formulate vision • Vision - idea deeply and personally meaningful• Action-oriented
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ENTREPRENEURIAL GOVERNMENT
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TRADITIONAL BUREAUCRACIES
• Protect position• Resist change• Build authority• Enlarge sphere of control• Protect status quo
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‘ENTREPRENEURIAL’ GOVERNMENT
• Efficient and effective ways of managing • Abandon old and irrelevant programs and methods• Timely and necessary action
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‘ENTREPRENEURIAL’ GOVERNMENT
• Creative• Innovative• Business-oriented
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‘ENTREPRENEURIAL’ GOVERNMENT
• New ventures • Revenue-generating operations• Customer-driven• Adopt transparent performance metrics• Rewards merit
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‘ENTREPRENEURIAL’ GOVERNMENT
• Welcome change and challenges • Will to win• Continual betterment of resource utilization• Competition between service providers
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‘ENTREPRENEURIAL’ GOVERNMENT
• Empower citizens • Measure outcomes not inputs • Clear mission and goals • Rules and regulations of little importance
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‘ENTREPRENEURIAL’ GOVERNMENT
• Citizens treated as customers • Quality service• Anticipating problems and preventing them • Not offering redress after problem arises
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‘ENTREPRENEURIAL’ GOVERNMENT
• Authority decentralized• Everybody participate• Highly market-oriented • Shun bureaucracy
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REINVENTING STRATEGIES 5 CS
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1. CORE STRATEGY
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1. CORE STRATEGY• Clarity of purpose• Clear about fundamental purpose• Employees focus • Not blindly follow orders
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1. CORE STRATEGY• Leaders to define organization’s core purpose(s)• Align activities • Eliminate activities that do not contribute to purposes• Each unit given freedom to pursue part of core mission
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2. CONSEQUENCE STRATEGY
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2. CONSEQUENCE STRATEGY• Improving performance through incentives, risks and rewards• Set performance goals• Performance measurement system measure
managers and employees against goals• Reward improvement and excellence• Create consequences for failure
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2. CONSEQUENCE STRATEGY• More flexibility • Greater accountability • Do not tolerate slipping of performance
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3. CUSTOMER STRATEGY
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3. CUSTOMER STRATEGY• Accountable to customers• Deliver customer satisfaction
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3. CUSTOMER STRATEGY• Aware of:1. What customers value2. How they perceive quality• Compete for customers and revenues
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3. CUSTOMER STRATEGY• Formulating service standards • Elected officials include customer satisfaction in goals
set • Support of elected officials vital
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4. CONTROL STRATEGY
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4. CONTROL STRATEGY• Decentralization of power and authority• Empower employees and managers and community to respond quickly, flexibly and creatively • Employees free to act• Transfer of accountability
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CONTROL STRATEGY• Managers develop new means of guiding behaviour of
employees• Not command and control and rules and inspections
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4. CONTROL STRATEGY• Rule of law• Independent judiciary• Hiring based on merit• Audits • Transparency
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4. CONTROL STRATEGY• Old systems of control eliminated gradually• Replaced by new systems - enforce consequences,
auditing systems and penalize corruption
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CONTROL STRATEGY• Goals based on outcomes• Monitor results• Rewards and sanctions hold employees accountable • Managers and employees committed to produce results • Decide how to produce results
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5. CULTURE STRATEGY
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5. CULTURE STRATEGY• Avoid risks and responsibility• Blame others • Follow antiquated procedures• Not keen on achieving high quality results• Resist change
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5. CULTURE STRATEGY• Mould culture • No quick way or shortcut • Develop entrepreneurial culture• Employees take responsibility of improving
effectiveness and efficiency• Changing traditional way of doing things• Working collectively to solve problems
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LEADERSHIP IMPERATIVES
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REINVENTING GOVERNMENT• Leader-led• Produce desired results• People take on leadership roles at various levels
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LEADERSHIP• Priority• Decide on what needs to be done • Make things happen
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LEADERS• Lead, direct and motivate others• Channel negative energy to overcoming resistances
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LEADERS• Get employees to take responsibility • Give confidence and hope• Define goals and makes them attainable• Foster teamwork• Motivates • Everyone contribute their best
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LEADERS• Clear vision of purpose • Communicate • Live vision• Create environment where people realize and
understand why they are there
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LEADERS• Vision kept alive • Build and sustain trust• Take risk and try• Learn from experience• Create and nurture leadership throughout hierarchy
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BUREAUCRACY • “Leadership-killing” • Put people into confined jobs • Micro-manage
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FIVE STEPS LEADER TAKE• Step One: Develop “agenda for change” • Planned, structured approach • Translate vision and mission into reality • State what needs to be changed and how• Goals defined in clear and achievable manner
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FIVE STEPS LEADER TAKE• Step Two: Create team • Passionate about change • Take leadership roles at different levels of hierarchy
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FIVE STEPS LEADER TAKE• Step Three: Articulate architecture for change process• Formulate initiatives to realize vision
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FIVE STEPS LEADER TAKE• Step Four: Align employees to vision and objectives• Design how change carried out• Communicate vision to employees • Take concrete steps and action
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FIVE STEPS LEADER TAKE• Step Five: Earn support and commitment of elected officials and key figures• People accept and embrace change initiative• Leader convince people on need for change
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SPIRITUAL DIMENSION OF LEADERSHIP
• Inspirational • Anchored on larger purpose of life• Every person born with purpose• Doer-ship (‘I am the doer’)
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THANK YOU!