International Roundtable on Civil Service Reforms “ How to make Reforms Successful & Sustainable...

International RoundtableInternational Roundtableonon

Civil Service ReformsCivil Service Reforms

“ “ How to make Reforms How to make Reforms

Successful & Sustainable ”Successful & Sustainable ”

17 – 18 March 200917 – 18 March 2009

GORDON GULLANGORDON GULLANChange Management Specialist – New Single Window Project, MoFChange Management Specialist – New Single Window Project, MoF

[B.Sc. Eng. C.Eng. - Sloan Fellow, London Business School][B.Sc. Eng. C.Eng. - Sloan Fellow, London Business School]

17-Mar-2009

Roundtable:Civil Service

Reforms

© Urwick Group 2009 – Gordon Gullan 2

Reform is a journey ..........Reform is a journey ..........

““A voyage of a thousand kilometres A voyage of a thousand kilometres begins with a single step.begins with a single step.

It is important that that step It is important that that step

is in the right direction”is in the right direction”

( from an Old Chinese saying)( from an Old Chinese saying)

17-Mar-2009


Reforms


REFORM – How do we define it ?REFORM – How do we define it ?


Reforms


What do you want the vision to What do you want the vision to be..?be..?

“ We need to have a realistic vision ……? ”


Reforms


Change – Analysis to achieve GoalsChange – Analysis to achieve Goals

PresentPosition

Where is the

business now ?

Future Position

Where does the business

WANT to be ?

Future Position

Where does the business

WANT to be ?

Restraining ForcesPast Where have

we come from ? How do we How do we

get there?get there?

17-Mar-2009


Reforms


Successful Change: An 8-stage ProcessSuccessful Change: An 8-stage Process

( 1 )( 1 )Establishing a Establishing a

sense of sense of UrgencyUrgency



( 2 )( 2 )Creating the Creating the

guiding guiding CoalitionCoalition



( 3 )( 3 )Developing a Developing a

Vision & Vision & StrategyStrategy



( 4 )( 4 )Communicating Communicating

the the Change VisionChange Vision



( 5 )( 5 )Empowering Empowering broad-based broad-based

ActionAction


ActionAction

( 6 )( 6 )Generating Generating Short-Term Short-Term

WinsWins


WinsWins

( 7 )( 7 )Consolidating Consolidating

Gains & producing Gains & producing more Changemore Change



( 8 )( 8 )Anchoring New Anchoring New

Approaches in the Approaches in the CultureCulture



After Prof. John Cotter,(Harvard Business School)

Phase 1 – Design + Preparation :Phase 1 – Design + Preparation :

Phase 2 – Action + Impact for Reform :Phase 2 – Action + Impact for Reform :

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Reforms


Successful support to Reform : Successful support to Reform : EGYPT CUSTOMS EGYPT CUSTOMS MDP Timetable & Content - Senior ManagersMDP Timetable & Content - Senior Managers

17-Mar-2009 Slide Ref

Session Guide Times Period Day 1 - Sunday Day 2 - Monday Day 3 - Tuesday Day 4 - Wednesday Day 5 - Friday

1

08.30 – 09.00 30 Tutor focus: MDP Objectives Learning Points Review: Day 1 Learning Points Review: Day 2 Learning Points Review: Day 3 Learning Points Review: Day 4

2-3

09.00 – 10.15 75 Selected Syndicate Groups: Review & summarise Outputs of Phase 1 Workshop & Actions since April 2007….. (with Top Manager's briefing & sharing their perceptions)

Problem-Solving Processes: Problem Identification - approaches including causes and symptoms Syndicate Exercise: Identification of managing ECA MIUSE: Meeting, Internet and Mobiles

Control Process; Control mechanisms, quality. Quantity, Budget reporting identification devices Syndicate exercise on going action plan establishing the control mechanism

Definition of Delegation: Managing performance - Key Result Areas - Setting objectives, priorities Syndicate exercise: What can I delegate?

Individual Action Plans: Individual feedback on key action for change (3 minutes each)

10.15 – 10.45 30 Tea / Coffee Break

4-5

10.45 – 12.00 75 Syndicate exercise: Define current Role as a Modern First line, Middle & Top Manager – highlight the issues and needs

for changes

Problem Solving Processes (cont) Creative Techniques generating creative & innovative ideas Syndicate Exercise: How to overcome problems with meeting for managers

Resume of Managing Change: Communication processes: Syndicate exercise: Barriers to communications to operations

Monitoring & Controlling process Effective team work – Interactive group session Delegation: Accountability - Authority - Responsibility

Resume on presentation out put each Group & Discussion Phase 3 planning: Review of proposed outline & approach for 2007

11.45 – 12.15 30 Prayers – Break

6-7

12.15 – 14.30 135 Functions & Role of a Modern Manager: Syndicate exercise: Planning, organising directing, controlling.

Decision- making Process Theory: Setting objectives, Establishing criteria, Measurement criteria. Syndicate Exercise: Evaluating & selecting the optimum solutions focus on agreed group topics

Teamwork Theory & Review: Team Roles Questionnaire Syndicates Exercise: Definition of characteristic of effective team members, effective team leaders & effective teams

Operations planning system: Preparation time (60 minutes) for Group (3) Presentations on: Operational Plans on group’s selected Strategic Goal Presentation No 1 (30mins)

Summary: Feedback & assessment / evaluation Programme Summary

CLOSING CEREMONIES

14.30 – 17.15 165 Prayers/ Lunch – Leisure Break and Prayers

8-9

17.15 – 18.30

45 Planning Process: Defining purpose/ objectives, identify key activities, scheduling Syndicate exercise: Each team selects one objective from the15 ECA goals list

Planning Process theory: Syndicate Exercise: on activities selected day before to develop criteria measurement

Leadership & Motivation theory: Definition of personal leadership style Define appropriate leadership style for ECA’s future needs

Presentation No 2: (30 mins) Presentation No 3: (30 mins) Presentation to be made to an invited Panel - after a general discussion of issues arising

[Departure & Travel]

18.30 – 18.45 15 Prayers Final Dinner

10

18.45 – 20.30 Close for Day

Followed by Dinner - 21.00

105 Syndicate Groups (cont.): Developing ideas for initiatives in planning. Completing out put workshop Individual learning dairy

Syndicate Groups (cont.): Completing planning preparations Prepare individual learning diary

Individual Exercise: Identification of personnel motivation factors Prepare individual learning diary

Programme evaluation assessment / feedback Prepare & finalise key learning points and develop plan for key actions to target for 6 months


Reforms


Successful support to Reform : Successful support to Reform : EGYPT CUSTOMS EGYPT CUSTOMS Senior Managers’ Expectations for the MDPSenior Managers’ Expectations for the MDP


In general the key areas of concern coveredIn general the key areas of concern covered:Making more use of delegationdelegation – with some emphasis on time managementDealing with problemsproblems & techniques for identifying solutionssolutions – better decision-makingdecision-makingUse of teamworkingteamworking – notably this was not used in ECA to any great effectNeed for better communications skillscommunications skillsImproving motivationmotivation of employees – to obtain better performanceHow to set objectives set objectives and manage the results Some focus on planning and controllingplanning and controlling

Some areas, beyond the scope of this type of programme, highlighted:Some areas, beyond the scope of this type of programme, highlighted:How to train subordinatesHow to train subordinates in the techniques introduced – raised the issue of an organisational lack of any regular management training functionHow to deal with legal issues deal with legal issues – much concern was raised on how legislation blocks managers for managing the organisation.How to deal with managerial & administrative corruption managerial & administrative corruption – raised in many discussions during programme & closely related to developing a transparent management culture.


Reforms


Successful support to Reform : Successful support to Reform : EGYPT CUSTOMS EGYPT CUSTOMS Senior Manager’s Evaluations: Summary for MDPSenior Manager’s Evaluations: Summary for MDP


Ref. Evaluation Question for Section A (Rating scoring) including MDP Topic Replies 1 2 3 4 5 6 7 MDP1 MDP2 MDP3 Overall

Item Senior Management Development Programme: max.54 Poor Fair Good Excellent Rating Rating Rating Rating

A1 Did you have knowledge of ECA’s Strategic Objectives before Programme? 35 5 2 2 25 1 - - - -

A2 Did you have a clear understanding of the objectives of the programme? 53 1 1 4 12 35 6.6 6.6 6.3 6.50

MDP Nos. 1 – 3 - Topics covered:

A3-1 ECA’s Strategic Goals & Objectives Review: 53 2 17 34 6.6 6.6 6.7 6.63

A3-2 Strategic thinking concepts: 52 1 11 24 16 6.0 6.2 5.9 6.03

A3-3 The Functions and Role of a Manager: 53 4 15 34 6.6 6.4 6.6 6.53

A3-4 Planning Process: 51 5 19 27 6.3 6.6 6.5 6.47

A3-5 Problem-solving Processes: 53 4 21 28 6.6 6.3 6.4 6.43

A3-6 Creative thinking and Techniques: 53 1 13 17 22 6.0 6.3 6.0 6.10

A3-7 Building & maintaining effective teams & teamworking: 53 3 14 37 6.6 6.4 6.8 6.60

A3-8 Managing performance (setting objectives, key result areas, indicators) 53 12 19 22 6.2 6.2 6.2 6.20

A3-9 Effective Leadership, management styles, organisational culture: 53 8 26 19 6.1 6.2 6.3 6.20

A3-10 Motivation and delegation (linking with sessions on leadership& teamwork) 52 12 20 20 6.3 6.2 6.6 6.37

A3-11 Monitoring and Controlling processes 53 1 11 21 20 5.9 6.5 5.9 6.10

A3-12 Communications (Managing meetings, electronic methods) 51 2 3 16 12 18 5.5 6.4 6.2 6.03

A3-13 Operations Planning concepts, processes and interactive activity 53 1 10 19 23 6.2 6.3 5.7 6.07

A3-14 Operational planning – Syndicate Group work for ECA Objective / Goal 53 1 3 8 15 26 6.3 5.6 6.2 6.03

A3-15 Review of managing change and useful supporting techniques 52 1 1 15 20 15 5.8 5.9 6.1 5.93

A3-16 Using Personal and Organisational questionnaires during programme 53 1 1 7 21 23 6.2 5.9 6.6 6.23

A4 How useful is the Programme Manual & documentation? 52 5 14 33 6.6 6.3 6.8 6.57

A5 How helpful were the visual support aids? 51 2 9 19 21 5.9 5.8 6.6 6.10

A6 How well did the exercises (individual or group) assist the programme? 51 4 13 34 6.7 6.4 6.3 6.47

C1 How effective were the training experts? Gaetan Turgeon: 51 1 6 44 6.9 6.8 6.9 6.87

C2 Gordon Gullan: 51 2 5 44 6.9 6.9 6.8 6.87

D Summary: Overall assessment of the entire MDP Programme 41 2 8 31 6.7 6.8 6.7 6.73

6.8

E Value of Programme to assist in developing Future Senior Managers 38 5 9 24 6.4 6.5 6.7 6.53


Reforms


Sustainability for Change: Sustainability for Change: EGYPT CUSTOMS EGYPT CUSTOMS Overall Impact of MDP on Senior ManagersOverall Impact of MDP on Senior Managers


The conclusion drawn from the summary of 46 Interviews with participating Executive & Senior Managers (of total 50) was: the MDP has had a very significant impact on ECAMDP has had a very significant impact on ECA, in the following important areas and ways:

Almost 30%30% stated that it had caused a marked change marked change in both thinking style and thinking style and management style management style – 20% agreed that the thinking style of senior management was now changed and more open to ideas and the sharing of them. The common managerial language shared now across the whole organisation is a notable change from the past cultureAbout 27%27% stated that planning skills were much improved planning skills were much improved including understanding the link between strategy and operational planningAlso about 27%27% had seen great improvements in problem-solving approachesgreat improvements in problem-solving approaches and seeking alternative solutions20%20% noted much clearer understanding of delegation clearer understanding of delegation and a less centralised focus; with more trust being given for decision-making.

BUT - About 8-10% saw very little value in the Programme, even though they had BUT - About 8-10% saw very little value in the Programme, even though they had participated. participated. In their units there was little or no impact at middle management level. In their units there was little or no impact at middle management level.


Reforms


Sustainability for Change: Sustainability for Change: EGYPT CUSTOMS EGYPT CUSTOMS MDP - Value for Developing Future ManagersMDP - Value for Developing Future Managers


MDP Evaluation feedback included specific comments on need to develop a second line of effective managers.

On additional training needs & expansion on topics covered in MDP highlighted following:

Monitoring and control techniques Performance indicators and measures and methods Leadership skills with particular reference to team leadership Handling and managing conflict (a topic introduced with success

for the Middle Managers)

Other comments included perceived value of the MDP for developing future managers - the overall theme of our management training under TEP-C project, including: ““MDP when applied will be like a revolution in our management and MDP when applied will be like a revolution in our management and will create change in management thinking to support the ECA Reform.”will create change in management thinking to support the ECA Reform.”

The hope is that sufficient Senior Managers will have the Vision to believe this and ensure the impact continues.


Reforms


Change – An Organisational PerspectiveChange – An Organisational Perspective

StrategyStructure

Systems

Staff

StyleSkills

SharedValues

The 7-S Modelof Organisation:The 7-S Model

of Organisation:

17-Mar-2009


Reforms


Change - Refocus the Change - Refocus the Organisational PerspectiveOrganisational Perspective

StrategyStructure

Systems

Staff

StyleSkills

SharedValues

17-Mar-2009


Reforms


What is Change ManagementWhat is Change Management (1)(1)

Change Management addresses Change Management addresses the human side the human side of of implementing planned change:implementing planned change:

leadership,leadership, culture,culture, and and behaviourbehaviour The concept of “planned changeplanned change” implies that

change management is driven top-downdriven top-down, with the goal of instilling ownership of the change in the entire organisation

The change happens on many dimensions but most often around major strategy changes major strategy changes & associated culture changeassociated culture change

17-Mar-2009


Reforms


What is Change ManagementWhat is Change Management (2)(2)

Change Management Change Management is notis not about the development of about the development of

“content”“content”

This includes: Strategy, New Operating Model ( structure,

processes, systems ) or Measurements / Incentives (except

as a part of reinforcing culture change )

Similarly, with “content” or “analysis” of customer types &

interactions, cost reductions or business process changes

Change management works in parallel with Change management works in parallel with the strategy

content and Programme managementProgramme management

17-Mar-2009


Reforms


Alignment of People & Tasks in ChangeAlignment of People & Tasks in Change

Successful Change requiresSuccessful Change requires alignment of alignment of BOTH People and TasksBOTH People and Tasks within an organisation within an organisation

Dimensions of Successful ChangeDimensions of Successful Change

Leadership & Vision

Culture / Shared Values

Behaviour

Mission & Strategy

Structure, Processes, & Systems

Measures & Incentives

People / Teams

Tasks / Systems

Change Change ManagementManagement

Strategy / Operating Strategy / Operating ModelModel

Better Performance

17-Mar-2009

© Urwick Group 2009 – Gordon Gullan


Reforms

Slide Ref: 17

Transformation Programmes & ChangeTransformation Programmes & ChangeManyMany “ride the roller coaster” and“ride the roller coaster” and risk failure due risk failure due

to lack of “Change Management”to lack of “Change Management”

High

TimeTime

Low

Enthusiasm/Enthusiasm/ConfidenceConfidence

Stagnation / Crisis

Scope the Problem and

Plan the Transformation

Execute the Transformation

Plan

Insecurity / Loss of

Momentum

Success or Failure

Transformation programme

initiated

First state of enthusiasm/

quick wins

Setbacks inImplementation,

- anxiety

Second waveof enthusiasm,

as some implementation

succeeds

“Something is wrong”, “we

are not getting there”

More frustration, change did not

reach everybody

““WeWe succeeded”succeeded”

“We failed”We failed”CriticalCriticalStageStage

CriticalCriticalStageStage

Failure is often due to inadequately addressing the “Human Issues”Failure is often due to inadequately addressing the “Human Issues”17-Mar-2009

17



Reforms

Slide Ref: 18

SUMMARY

REFORM :

Successful & Sustainable ?

17-Mar-2009


Reforms


Process for Change Success – Phase 1Process for Change Success – Phase 1

















Phase 1 – Design + Preparation :Phase 1 – Design + Preparation :

Examining the environment & competitive realities (for Indonesia)

Indentifying & discussing crises, potential crises or major opportunities

Putting together a Group with enough power to lead the Change

Getting the Group to work together like a team

Creating a vision to help direct the change effort

Developing strategies for achieving the change

Using all methods possible to constantly communicate the new vision and strategies

Having the guiding coalition role model the behaviours expected of staff

17-Mar-2009


Reforms


Process for Change Success – Phase 2Process for Change Success – Phase 2


ActionAction


ActionAction


WinsWins


WinsWins









Phase 2 – Action + Impact for Reform :Phase 2 – Action + Impact for Reform :

Planning for visible improvements in performance or “wins”

Creating those “wins”

Visibly recognising & rewarding people who made the wins possible

Getting rid of obstacles

Changing systems or structures that undermine the change vision

Encouraging risk taking & non-traditional ideas, activities & actions

Using increased capability to change all systems, structures, & policies that don not fit together & do not fit transformation vision

Hiring, promoting & developing people who can implement the change vision

Re-invigorating the process with new projects, themes & change events

Creating better performance though customer & productivity orientated behaviours, better leadership & more effective management

Articulating the connections to ensure leadership development & succession


Reforms


People need a clear sense of the futurePeople need a clear sense of the future

“ “ Where there is a genuine Where there is a genuine

vision…......., vision….......,

people excel and people excel and

learn learn

Not because they are told to, Not because they are told to,

......but because they want ......but because they want

to ”.to ”.

( Peter M Senge, MIT ( Peter M Senge, MIT - The Fifth Discipline )- The Fifth Discipline )

17-Mar-2009



Reforms

Slide Ref: 22

Review following Questionsfor

Feedback on aspects of Reform &

Change Management

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Reforms

Slide Ref: 23

A Culture Alignment ModelA Culture Alignment Model

Published and communicated;describing principles, ethics & vision

Visible structures and processesby which values are made operational

Messages to all stakeholders aboutwhat to expect

Actual day-to-day actions and interactions between people

ValuesValuesValuesValues

IntentionsIntentionsIntentionsIntentions

PromisesPromisesPromisesPromises

BehavioursBehavioursBehavioursBehaviours

17-Mar-2009


Reforms


A reflection on Reform.......?A reflection on Reform.......?“ I’ve got it too,

Staffan ….. A strange feeling

like we’ve just been going in

circles.”

17-Mar-2009 24


Reforms


- Lao-Tzu - Lao-Tzu Chinese PhilosopherChinese Philosopher

- Anatole France - Anatole France 1844 – 1924,1844 – 1924,

(French poet, novelist & critic (French poet, novelist & critic ))

...future vision and its opportunities...future vision and its opportunities

“ “ The future is The future is hidden even from hidden even from those who make it those who make it ””

•To attain knowledge, add To attain knowledge, add things every daythings every day

• To attain wisdom, To attain wisdom, remove remove things things every day”every day”

17-Mar-2009


Reforms


Principles of Successful Change (1)Principles of Successful Change (1)


Principle

3. Focus on behaviour3. Focus on behaviour

Achieving lasting change requires transforming the behaviours of a large number of people

The key to changing behaviour is changing what motivates people to make the choices they do -- which means changing the systems, structures and processes that influence decisions and behavior

Rationale

2. Customize the approach2. Customize the approach

The approach must inherently be custom - no two situations are the same

The challenge is to prioritize among the use of the various management levers to have the most impact

Change to a new organisation needs support of a comprehensive set of principles:

1. Change is a journey1. Change is a journeyDriving enduring change is an evolutionary processThe journey is as important as the endgame


Reforms


Principles of Successful Change (2)Principles of Successful Change (2)


Principle

5. Anticipate barriers5. Anticipate barriersBarriers to change can be identified, anticipated & managed

proactively

6. Listen to resistance6. Listen to resistanceResistance is rational – people can foresee implications of

change & they don’t like it – it is essential to understand the reasons behind resistance

7. Embrace early adapters7. Embrace early adaptersChange usually means winners and losers – identify them

early on and tailor the approach accordingly

Rationale

Change to a new organisation needs support of a comprehensive set of principles:

4. Take a systems view 4. Take a systems view There are no simple solutions - critical to avoid tendency to oversimplify

It is inherently difficult to get various systems aligned / mutually reinforcing:– Many interacting systems and lots of design details– New processes and systems often overlaid on old ones

International Roundtable on Civil Service Reforms “ How to make Reforms Successful & Sustainable...

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