forces driving change
DESCRIPTION
FORCES DRIVING CHANGE . FORCES DRIVING CHANGE . Technological change/e-commerce Legislative change Workforce changes and the demise of “jobs for life” Reduced government funding/grants Pressure to drive down costs and improve efficiency Unrelenting reform pressure from State governments - PowerPoint PPT PresentationTRANSCRIPT
LOCAL GOVERNMENT LEADERSHIP IN THE MANAGEMENT OF CHANGE
Lyn Russell PSMChief Executive Officer
City of Canning
FORCES DRIVING CHANGE
FORCES DRIVING CHANGE
Technological change/e-commerce
Legislative change
Workforce changes and the demise of “jobs for life”
Reduced government funding/grants
Pressure to drive down costs and improve efficiency
Unrelenting reform pressure from State governments
Skills shortages
The ageing population /workforce
Customer focus/service centres/customer charters/surveys and feedback
New approaches to leadership
v E-commerce solutions (payments, purchasing, applications/lodgements, surveys etc.)
v Alternative sources of revenue/funding (grants, sponsorships, commercial activities etc.)
PROGRESSIVE ORGANISATIONS’ RESPONSES
PROGRESSIVE ORGANISATIONS’ RESPONSES (Cont.)
v More flexible workforces; seasonality, project management, reflecting worker needs
Community consultation and planning
Development of a performance culture:
- measurement/KPIs
- risk assessment and management
- benchmarking
- sharing performance results with employees and customers.
PROGRESSIVE ORGANISATIONS’ RESPONSES (cont.)
Identifying new key result areas, such as:- customer focus
- financial agility- community strengthening
- innovation & excellence- motivated employees- flexibility / adaptability to change
Innovative service delivery approaches (e.g. shared services, insourcing)
PROGRESSIVE ORGANISATIONS’ RESPONSES (cont.)
Need for good public policy skills AND effective business management practices
Partnering with State/Federal government/“joined-up government”
Rigorous and professional corporate planning processes, linked to budgets and performance management systems
Receptive, not resistant, to change
THE CHANGING CULTURE OF LOCAL GOVERNMENT
LOCAL GOVT. EMPLOYEE 1980
v Enforcer of policyv Rules and regulationsv Protect the Councilv Risk aversev Bureaucratv Subordinatev Delegated Authorityv Impersonalv Reactivev Specialistv Avoid changev Do things right
LOCAL GOVT. EMPLOYEE 2013
Problem Solver Guidelines Respect the Customer Risk Managerv Team Memberv Stakeholder
v Empoweredv Customer Oriented Proactivev Generalist; multi skilledv Embrace changev Do the right things
THE DEMISE OF THE “JOB”
HOW ORGANISATIONS ARE RESPONDING
Being organised differently
Employing and paying people differently
Being managed and led differently
Developing new workforce policies
Training and developing workers in new ways and new skills
REWARDS ARE CHANGING
THE RISE OF THE “GOLD COLLAR” WORKER
NEW FORMS OF WORK
MANAGEMENT/LEADERSHIP IS CHANGING
KOTTER’S MODEL OF LEADING CHANGE¹
The Eight Stage Process of Creating Major Change
1. ESTABLISING A SENSE OF URGENCY Examining the market and competitive realities Identifying and discussing crises, potential crises, or major opportunities
2. CREATING THE GUIDING COALITION Putting together a group with enough power to lead the change Getting the group to work together like a team
¹ John Kotter, Leading Change, Harvard 1996
KOTTER’S MODEL OF LEADING CHANGE
Leading the Change Process cont.
3. DEVELOPING A VISION AND STRATEGY Creating a vision to help direct the change effort Developing strategies for achieving that vision
4. COMMUNICATING THE CHANGE VISION Using every vehicle possible to constantly communicate new vision
and strategies Having the guiding coalition role model the behaviour expected of
employees
KOTTER’S MODEL OF LEADING CHANGE
Leading the Change Process cont.
5. EMPOWERING BROAD-BASED ACTION Getting rid of obstacles Changing systems or structures that undermine the change vision Encouraging risk taking and non-traditional ideas, activities and
actions
6. GENERATING SHORT-TERM WINS Planning for visible improvement in performance, or “wins” Creating those wins Visibly recognising and rewarding people who make the wins
possible
KOTTER’S MODEL OF LEADING CHANGE
Leading the Change Process cont.7. CONSOLIDATING GAINS AND PRODUCING MORE CHANGE Using increased credibility to change systems, structures and policies
that don’t fit together / don’t fit the transformation vision Hiring, promoting and developing people who can implement change Reinvigorating the process - new projects, themes and change agents
8. ANCHORING NEW APPROACHES IN THE CULTURE Creating better performance through customer- better productivity-
oriented behaviour, more / better leadership, more effective mgmt Articulating connections between new behaviours, organisational success Developing means to ensure leadership development and succession
THERE ARE NO “SILVER BULLETS”
ATTRIBUTES OF MANAGERS AND LEADERS
THE 4 ROLES OF LEADERSHIP¹
¹ Stephen Covey, The Eighth Habit, The Free Press, 2005
NEW MODELS OF LEADERSHIP RESULTS-BASED LEADERSHIP -
Key elementsSET DIRECTION
(vision, customers,Future)
DEMONSTRATE PERSONALCHARACTER
(habits, integrity, trust, analytical thinking)
MOBILISEINDIVIDUAL
COMMITMENT(engage others,
share power)
ENGINEERORGANISATIONAL
CHANGE(build teams,
manage change)
HUMANITY AMONGST CHANGE¹
¹ Ted Scott and Phil Harker, The Myth of Nine to Five, VIVA 2006
LATEST THINKING ON LEADERSHIP……
¹
¹ James Sarros (ed): Contemporary Perspectives on Leadership, Tide University Press, 2011
LEADERSHIP POST AMALGAMATION AND THE GFC
¹
.
¹ Rosabeth Moss Kanter, Supercorp, Crown Business, 2009
MOSS KANTER (Cont.)
MOSS KANTER (cont.)
MOSS KANTER (cont.)
MOSS KANTER (cont.)