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Future of Malaysian Public Service 2020 & Beyond

Scenario Planning Workshop 1

20 November 2014

Scenario Planning Workshop 1 – Program

Time Activities

8.30 am – 9.00 am Registration & Breakfast

9.00 am – 9.10 am Welcoming Remarks

9.10 am – 9.30 am Presentation on Future of Malaysian Public Service 2020 & Beyond initiative

9.30 am – 12.45 pm Group Activity No. 1

12.45 pm – 1.00 pm Group Presentation

1.00 pm – 2.00 pm Break for Lunch

2.00 pm – 3.45 pm Group Activity No. 2

3.45 pm – 4.00 pm Tea Break

4.00 pm – 5.00 pm Continue Group Activity No. 2

5.00 pm Closing and End of Workshop Session

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It is a joint-initiative between JPA and UNDP to support Public Service Transformation Programme and myForesight involves in delivering Output 1

Background of the Initiative

Enculturing Patriotism, Core Values, Ethos and Integrity

Vision 2020A high income, inclusive and sustainable nation

Government Transformation

Programme

Economic Transformation

Programme

Social Transformation

Programme

Political Transformation

Programme

Public Service Transformation Programme

Enhancing Competency, Performance, Productivity & Innovativeness of Public Servants

Enhancing Capability & Capacity to Revitalise Public Service Organisations

Improving Efficiency & Effectiveness of Public Service Delivery

Expanding Strategic Networking, Collaboration and Co-Creation

ST 1

ST 2

ST 3

ST 4

ST 4

GoalA high performing, dynamic and citizen-centric public

service with integrity

In support of Public Service Transformation Programme, JPA-UNDP initiative divided into

five (5) major outputs as follows:

Strategic Outlook and Policy Directions of the Malaysian Public Service Towards 2020

Human Resources Planning Framework of the Malaysian Public Service 2015-2020

Assessment of the Malaysian Public Service

Financing and Organizational Development Reforms

Best Practice and Innovations in the Public Service

1

2

3

4

5

3

4

Focusing on “PUBLIC SERVICE” and not “PUBLIC SERVICES”

Definition and Scope

FOCUS:Public Service is administrative machinery or

executive power in implementing policies and decision made by the Government in order to

realise national development agenda

Duration: June 2014 – September 2015

Expected Outcomes:• Issues, Challenges and Trends• Plausible Scenarios• Recommendations – future characteristics &

implication to reaffirm the Public Service Transformation Programme

…the Government set its target to transform public service by 2020, however towards the future, there are number of factors that could influence its development

Enculturing Patriotism, Core Values, Ethos and Integrity

Enhancing Competency, Performance, Productivity & Innovativeness of Public Servants

Enhancing Capability & Capacity to Revitalise Public Service Organisations

Improving Efficiency & Effectiveness of Public Service Delivery

Expanding Strategic Networking, Collaboration and Co-Creation

ST 1

ST 2

ST 3

ST 4

ST 4

GoalA high performing, dynamic

and citizen-centric public service with integrity

2020 & BeyondToday’s Malaysian Public Service

Leadership

Org. Design

People

Strategy

Culture

Issues

Issues

Issues

Challenges

ChallengesTrends

Trends

Driver

Driver

Driver

Scenario A

Scenario B

Scenario C

Future Scenarios

…using Scenario Planning method to anticipate plausible futures and its implication in realising public

service transformation programme

Scenario D

Overall Approach

Leadership

Org. Design

People

Strategy

Culture

Future’s Malaysian Public Service

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What is the Scenario Planning?

•

•

•

•

•

•

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Overall Process

External Factors

Internal Factors External

Stakeholders

Trends, Issues & Challenges(Horizon Scanning)

Malaysian Public service in 2020 & beyond

L1 L2L3 L4

L5P

E

S

T

E

Driver X

Driver Y

Driver n

Scenario A

Scenario B

Scenario n

Opportunity

Risks

Leadership

People / Skills / Capacity

Organizational Design

Culture

Strategy

L

Internal Stakeholders

Scenario Planning Workshop 1

Scenario Planning Workshop 2 & 3

Scenario Planning Workshop 4, 5 & 6

View from end user (demand side)

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Building Plausible Scenarios

Analysis of the scenarios to produce recommendations for future of Malaysian

Public Service

Source: myForesight

In view of trends and challenges, the future of public service needs to redefine the way they act and

behave

Global Perspective on Future of Public Service

LEAN

AGILE

CONNECTED

TRANSPARENT

INNOVATIVE & TECH-SAVVY

Decreasing layers in hierarchies and flattening of the decision-making process

Able to anticipate situations, as well as adapt and react optimally tounforeseen events, in a speedy and cost effective manner

The seamless integration, or joining up, of various agencies toprovide services

Becoming truly accountable for actions and outcomes in today’s eraof eroding trust and legitimacy.

Fully tech-enabled with a tech-savvy workforce and generating newideas that transform into outcomes with the aim of creating value

Public Service

Case for Change…. The Way Forward…

rising public expectation

budgetary constrain

rising population

“silos”

bureaucracy

aging workforce

“more with less”

increasing expenditure

global competition for investment

generation gaps

globalization

Technology advancement

mobility

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Source: myForesight analytics, PWC, Accenture, Hay Group, Deloitte, McKinsey , World Economic Forum

The Workshop No. 1 is to produce list of drivers of change that will be used as main ingredient in

the development of future scenarios

Let’s Get It Started….

a. Expected Outcomes: List of issues, challenges and trends that could influence Malaysian Public Service

b. Roles of Participant: • Discuss and contribute inputs based

on the provided template• Select top ten (10)

issues/challenges/trends to represent each component of PESTEL

a. Expected Outcomes: Identify mostimpactful factor to the future ofMalaysian Public Service

b. Roles of Participant:• Discuss and agree on list of future

factors• Evaluation on list of factors against top

ten (10) issues/challenges/trends ofPESTEL

GROUP ACTIVITY 1(9.30 AM – 1.00 PM)

GROUP ACTIVITY 2(2.00 PM – 5.00 PM)

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Reference for Discussion (1/2)

Perspectives Description

Political

Political factors relates to the pressures and opportunities brought by political institutions and to what degree the government policies impact the public service, businesses and society as a whole. Includes government policies, government term and change, trading policies, funding, grants and

initiatives, lobbying and pressure groups, wars, terrorism and conflicts, elections and political trends, internal political issues, geopolitical factors and bureaucracy.

Economy

About international, national, regional and local economies which includes economic performance (e.g. GDP, GDP, GNI), public & private consumption, public finances and related issues to public

services such as inequalities and market failures.

Social

About socio-cultural conditions which includes demographic condition, changes in values/attitudes, changes in lifestyle, work-life balance, education, work environment & health conditions and level of

literacy towards ICT and ecology.

Technology

Transformative change via technology is not merely focused on the design and implementation of innovative practices, but more fundamentally a transformation of government’s role, functions,

institutional frameworks and processes leveraging on modern technologies. Issues discussed will covers nature of the relationship between technology, society and environment which currently is

increasingly being questioned.

Environment

Changes and actions of public service to react on its ecosystem or environment such as change of climate, green lifestyle and internal working environment towards efficiency and sustainable

environment.

Legislation

Legislation is to facilitate the empowered body at federal, state and local government level as well as the statutory bodies by clarifying the set rules of laws and regulation laid down by the authority. It is responsible by eliminating inefficient in the system such as the emergence of today challenges such as human rights, security issues, socio-econ & environmental issues and social inclusion while retaining the core values of merit, non-partisanship/neutrality, excellence, representativeness and

the ability to serve the public with integrity, accountability and transparency.10

Reference for Discussion (2/2)

Major Component Description

Leadership

The way public service is managed by leaders of public service organisation. Howthey perform their roles and responsibilities or how they interact.

Organizational Design

Includes structure that refers as the way units or departments or agencies areorganized and who is accountable to whom. Besides, it also includes systems thatencompassing processes and procedures for decision making and in carrying-outtheir responsibilities.

People/Training/ Capacity

This includes capabilities and competencies of people in public service, talentmanagement, skills and knowledge required to effectively deliver their jobs. Inaddition, what type and how many employees an organization will need and howthey will be recruited, trained, motivated and rewarded.

Strategy

Plans and policies developed to effectively perform its roles and responsibilities toits stakeholders inline with national aspirations. For example in performanceimprovement and process reform, aided by technology.

Culture

The norms and standards that guide civil servants behavior and organisationactions and thus, are the foundation of public service organization. This includesamong others ethics, codes & standards, work environment and values.

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Group Activity No. 1

What are issues, challenges and trends that could affect the future of Malaysian Public Service in the context: Political, Economy, Social, Technology, Environment and Legislation?

POLITICAL/ECONOMY/SOCIAL/TECH/ENVIRONMENT/ LEGISLATION

Issues Challenges Trends

Mal

aysi

an P

ub

lic

Serv

ice

Leadership

Organizational Design

Strategy

People/Training/Capacity

Culture

1. Discuss issues, challenges & trends and write your input on post-it-note2. Select top ten (10) issues or challenges or trends from PESTEL perspective

which critical to the future of Malaysian Public Service

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SOCIAL (S)

Public Service Issues Challenges Trends

Leadership (L)• Policy Inconsistency• GTP/ETP -> Inequalities

• Engaged civil society• Legacy

• Women leader

Organizational Design (O)

• Day care centre• Social empowerment

• Work life balance• Flexible working hour• Pressure group volunteer

People / Skills / Capacity (P)

• Lower salary (women)• Talent migration

• Cross culture – next gen migration

• Aging population -Pensions

• IT literacy• Modern society

Strategy (S)• Talent mobility• Vulnerable group

• Talent retention• Succession planning

• Increase social demand• Social productivity -> co-

production

Culture (C)• Social ignorance• Generation gaps/ clash

• Urbanization• Human rights

• Migration• Gen-Y replace Gen-X• BYOD

Proposed Duration: 30 minutes per perspective

Example of Outcome of Group Activity No. 1

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Afternoon Break (1.00 pm – 2.00 pm)

Lunch is served at Ground Floor

NOTE: Prayer Room at Level 2

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Future Factors

….the key forces in the macro-environment that underpin important trends and issues.

….are trends, technologies and issues that act as driving forces for future changes

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2. Evaluate the top ten (10) issues/challenges/trends against the factors decided at Step 1. Doesissue/challenge/trend 1 influence the change of D1 in the future? If yes, what is the degree ofinfluence?

Potential Drivers of Change

Group Activity No. 2

1. Kindly discuss the list of future factors. If the group do not agree with the list, kindly suggestchanges to be made (combine 2 or more factors, create new factor, rename the potential driversetc.) and consolidate into ten (10) future factors.

Issues / Challenges /

Trends

Future Factors

D01 D02 D03 D04 D05 D06 D07 D08 D09 D10

1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

Does issue/challenge/trend influence the change of the factor in the future (5= High influence, 1=Low Influence).

10 most impactful issues /

challenges / trends

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..expected output of scenario planning workshop 2 (2 December 2014) is to develop “business as usual” using future factors which later refer as Drivers of Change

What’s Next?

Driver 1

Driver 2

Driver 3

Driver n

Business As Usual

List of drivers of change Implication towards future“Future Wheel”

Paint the Future Scenario

NOTE: “business-as-usual” baseline

case , which assumes that future development trends follow those

of the past and no changes in policies will take place

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1st order implication

2nd order implication

today

future

Thank You

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