SPUTNIC – Strategies for Public Transport in Cities Strategies for Public Transport in Cities...

SPUTNIC – Strategies for Public Transport in Citieshttp://www.sputnicproject.eu/

Strategies for Public Transport in Cities

Funded by the EU6th Framework Programme

New Approaches TowardsBusiness Performance Management

and Improvement

July 3rd, 2009

Brussels, Belgium

Final Project Conference

Major Policies for Corporate Management

1. Improving strategy and business performance

2. A need for restructuring of PT-companies and PT-authorities

3. Solving the future “Skill Gap” by developing new competencies of staff

Findings on Strategy & Business Performance

• Developing a clear, more focussed business strategy

• A need for new management methods to further

improve performance

• More practical use of benchmarking techniques

• Analysing and upgrading performance indicators

• Finding new ways of stakeholder management

• Establishing better contractual agreements for the mid

& long term with public authorities

The 7 “S” Model

Shared Values

Strategy

Skills

Structure

Systems

HARDWARE

SOFTWARE

Findings Strategy & Business Performance (cont’d)

• Wishing to act in a more proactive entrepreneurial

approach

• Obtaining a better knowledge on competitors

• Better control of the business when new, more private

partners are involved

Findings on Restructuring

• Adjusting the organisational structure in accordance with a new mission, vision and or strategy

• Better use of the latest change management methods• Decentralization and working with different business

units• Use of modern IT technology for internal

communication• Increase efficiency of the organisational structure

through improved standard operating procedures• Know-how on outsourcing techniques and partnering

treasury

Business Process Redesign at DPMB in BRNO

Findings on Solving the Future Skill Gap

• Managers need more up-to-date Performanc

Management methods

• There should be greater emphasis on Competency

Based Human Resource Management and

Talentmanagement

• Making better use of current EU research on

(vocational) training and E-learning

• Establishing more appropriate incentive schemes for

middle management

Strategy

Structure/Culture

Goals & Targets

Behavioral Criteria(How)

Output Criteria(What)

Planning

Appraisal

ManagingRewarding

From Strategy to Performance

Competency Based HR

Competencies

Strategic Challenges

Reward Performance

RecruitmentPeople Development

Succession PlanningPerformance

Appraisal

Opening the Door for New Talents?

Findings on Solving Future “Skill Gap” (cont’d)

• Adopting better hiring methods and processes to find

more enterpreneurial type of top level managers

• Create a better learning culture, including the use of

modern learning technology (e-learning)

• Intensify knowledge exchange between PT

organisations and schools, universities, PT knowledge

centers…..

Some Suggestions for Further Investigation

• Further developing practical management guides and/ or toolkits

• How to adopt corporate practices of the private sector to the public sector companies

• Good practices on change management and decentralisation, business unit management

• Determining future skill gaps for top/middle management

• Good practices on learning and starting an e-learning pilot with various PT-organizations

Experience on the job Networking

Guidelinesfor on the job

coaching /instruction

Networkingopportunities

Special assignments

Classroomactivities

E-learning

Working with different managers

Managers Learning New Competencies

Learning Management System

Custom e-learning “Off-the-Shelf” E-learning

Live, Virtual Classrooms

E-assessment

Online University

Components for E-learning

Follow the Big Guys?

“It is not the strongest of the

species that survive,

nor the most intelligent,

but the most responsive to change”- Darwin -

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