Impact Goals 2008- The IT organisation offers a good working
environment, has distinct roles and makes optimum use of resources
(time and money as well as staff) The IT organisation delivers IT
services that are clearly defined in terms of content, quality and
performance (time, cost and resources) The agreed service level to
the business is maintained
Slide 4
Slide 5
Slide 6
Scope of the Change Programme Individual coaching Continuous
improvement Group seminars CC (1day) Seminar 1 2 days Seminar 1 2
days Review The Gaia profile Management, reviews CC Seminar 2 2
days Seminar 2 2 days Seminar 3 1 day Seminar 3 1 day Seminar 5 1
day Seminar 5 1 day Kick-off meetingMy development planValues and
behaviour Survey Seminar 4 1 day Seminar 4 1 day
Slide 7
Preconditions A baseline survey was conducted among ITA
managers Strengths and challenges were identified A common vision
must be created and objectives defined All managers need: Increased
self-awareness and understanding of the organisation as a whole To
use the same tools and terminology The same common values as a
basis for their leadership All managers must be prepared to do what
it takes to develop themselves and strengthen their team holistic
approach
Slide 8
Slide 9
Common values Leadership philosophy Mission Focus area Vision
The Cathedral
Slide 10
Proactive Leadership Interaction between the whole and the
integral parts between the business and the individual Interaction
between structure and culture Managers and co-workers share the
view that we are all part of the same whole, and act accordingly
Managers and co-workers have a coherent picture of the overall
challenges, and work independently towards common goals Managers
and co-workers take responsibility for the whole by applying a
customer/supplier perspective Managers and co-workers make use of
the various strengths, differences and competence of all
individuals and of the group
Slide 11
Leadership Leadership upwards Really feeling part of the whole
in my role and assertively docking my competence, talent and
driving force with the needs and challenges of this whole, thereby
creating value and positive development. Peer leadership Based on
the needs and challenges of the whole, creating strong partnerships
with other parts of my organisation, assertively contributing to
the success and development of each and every one of us. Leadership
outwards Based on a holistic perspective, identifying and leading
events in the world at large. By creating partnerships with
interested parties, being able to develop, both in the organisation
and in society as a whole. Leadership downwards Being an attractive
leader who challenges his or her co-workers to use their driving
force and competence to achieve the desired results. Investing in
staff development and creating important conditions for internal
and external growth. My Personal Leadership - inwards Through more
in-depth self- knowledge and contact with my own needs and driving
forces, taking responsibility for my own development and
motivation.
Slide 12
The Proactive Supplier Regards the commissioning body as a
customer Acts like a business within the business Always thinks of
the bigger picture Creates his or her own future and does not
become a victim of circumstances Is the opposite of the passive
orders clerk
Slide 13
The Proactive Supplier - Part 2 Recognises the customers
perspective with regard to the products and services that are
offered. Understands the customers challenges, needs and problems
and can therefore proactively adapt its products and services.
Understands the customers dreams and ultimate aims. Has a good
knowledge of the market and establishes partnerships with other
suppliers. Understands the qualities of other suppliers and
successfully develops mutual collaboration. Never finds itself in
situations of competition.
Slide 14
What is required for us to become A clear, modern,
professional, committed and involved parliamentary administration,
offering even better support to the parliamentary process. from
Roadmap 2014
Slide 15
Vision The Cathedral - Vision Common values Leadership
philosophy Mission Focus area
Slide 16
Our Vision as a Role Model Our IT operations serve as a role
model for parliaments all over the world. We share our experiences
and contribute to international developments through the exchange
of ideas. Our methods, approaches and technical solutions are of
great international interest.
Slide 17
Our Vision as an Employer We have an open-minded culture we try
out new ideas, evaluate new technologies and working methods where
everyone has a role to play. We want to be an ideal workplace where
all of our co-workers, suppliers and customers are happy. Having a
happy workplace means that we can supply the best products.
Slide 18
Our Leadership Vision Clear leadership resulting in
transparency and trust by providing feedback in all directions
contributes to our credibility. Clear leadership makes things
easier for everyone working in the organisation, leads to higher
energy levels and creates a positive atmosphere. Dynamic leadership
leading to creative innovation and development. We are regarded as
brave and challenging, and are successful.
Slide 19
Our Partnership Vision Winners want to work with winners. We
always base our work on holistic needs and challenges. Our
leadership works actively to create strong partnership
collaboration with all parts of our organisation and the rest of
the world. Partnerships are crucial for success partnerships
strengthen us in our mission and make us more skilful suppliers of
IT. Our partners succeed in their missions.
Slide 20
Our Culture Vision Stimulating approaches and culture leading
to co-workers who want to learn new things and share their
experiences. Ideas are carefully considered, which helps us grow as
individuals, in our teams and as an organisation. Clarity leads to
efficiency, awareness and the desired results. Modern approach we
use modern technology and modern working methods. This is
stimulating for our organisation and our co-workers. Our trademark
is strengthened for both the organisation and our co- workers. We
are perceived as an attractive and successful workplace. Core
values we live and work in accordance with the Riksdag
Administration's set of core values.
Slide 21
Our Product Vision We intend to provide the best possible
services, which means that they should be modern, flexible,
innovative and practical. We provide the right product at the right
time our supply procedures are always correct. This makes us proud
of what we provide.
Slide 22
Our Competence Vision Our work at ITA is characterised by
self-reliance and accountability. We take responsibility for our
own development and are an asset to operations. We have competent
staff, making life simpler for all involved with a higher degree of
efficiency. We are regarded as a professional employer. We have
skilful and competent colleagues, which helps to create an
inclusive climate. We help to strengthen and bolster each other and
our services. We are aware of our talent.
Slide 23
Our Structural Vision We work with clear management and
follow-up of operations through systematic reporting structures.
This helps us use our resources more economically and work with the
right things. We make well-founded decisions based on clear and
thoroughly prepared background materials. This leads to better
quality control of the services we provide. We feel satisfied in
our work. Transparency of information. Our information is
accessible, comprehensible, complete and clear. This leads to a
high level of efficiency and security, both internally and in
relation to the world at large.
Slide 24
Mission The Cathedral - Mission Common values Leadership
philosophy Focus area Vision
Slide 25
Underlag till missionen 1 Primary mission of the Riksdag
Administration and the IT Division: To support the parliamentary
process This is accomplished by: Providing supportive IT services
that simplify the parliamentary process and render it more
efficient Joining with the Administration, the secretariats and the
members in a powerful and well-functioning partnership We are
characterised by: Being a positive and energetic division that
responds to challenges in an attractive and creative manner Acting
as an integral part of the Administrations operations Contributing
with understanding and knowledge to developing the Administration
with IT Creating opportunities for the secretariats, members and
the Administration Being well-prepared for the challenge of change
Maintaining an open dialogue with our partners Acting as a true IT
partner This contributes to: Inspiring confidence, being relied on
and trusted Us being the IT partner of choice Receiving and
providing energy Us being considered an integral part of the
Administrations operations Our Mission
Slide 26
Competence Control Culture Partnership Products The Cathedral
Our Focus Areas Common values Leadership philosophy Mission
Vision
Syfte En vl fungerande styrning r avgrande fr att ITA ska kunna
n ett bra resultat och genomfra en effektiv och kostnadsmedveten
verksamhet. En bra styrning gr oss handlingskraftiga, flexibla och
resursstarka Mission Vi arbetar med tydlig styrning och uppfljning
av verksamheten genom systematiska strukturer fr rapportering. Det
leder till att vi hushller optimalt med vra resurser och jobbar med
rtt saker. Focus Area Control 1.(Kostnadsmodell etablerad i hela
frvaltningen) (2017) 2.Kostnader och resurser syns fr respektive PO
(2015) 3.Modell fr (PO) produktgarskap r implementerad (2015)
4.Samordnad verksamhetsplanering inom ITA (2015) 5.vergripande
uppfljning av ITAs leveransfrmga (2015) 6.Infrt arbetsstt och
modell fr prioriteringar och avvikelsehantering (2015) 7.Formade
arbetsstt och modell fr prioriteringar och avvikelsehantering
(2015) 8.Metoden Den offensiva leverantren och det personliga
fretaget r etablerade som verktyg - Offertprocessen etablerad i
hela avdelningen (2015) 9.Systematiskt ml- och visionsarbete infrt.
Utveckling och frbttring medarbetare delaktiga (2015)
10.Systematisk och strukturerad medarbetaruppfljning (2014)
11.Forum och ledningsformer faststllda (2014) 12.Endast avvikelser
rapporteras (2015) 13.Chefsutvrderingsmodell baserat p ledarskap
5.0 implementerat.(2015) 14.Medarbetarutvrderingsmodell baserat p
vrdegrund, mission och vision implementerad 15.Lpande uppfljning av
vra styrdokument (2014) 16.Verksamhetens ml r frankrade och
tillgngliga p alla niver (2015) 17.Alla it-projekt fljs upp,
vrderas efter nytta (2014) 18.Varje it-projekt har en beskriven
livscykel dr kostnader r presenterade (2014) 19.Leveranser till
kund fljs upp (2014) 20.All relevant information strukturerad och
tillgnglig (2014)
Slide 29
Common values Leadership philosophy Mission Competenece Control
Culture Partnership Products Vision The Cathedral Common
Values
Slide 30
Common Values Honesty Loyalty Passion Performance Respect
Courage Structure
Slide 31
Example Behaviours ValuesConstructive behaviourGrey
areaDestructive behaviour StructureFollowing established, proven
patterns Processes that simplify and improve operations Orderliness
Defined goals and targets Repeatedly re- inventing the wheel
Following non- established methods Weak processes and diffuse goals
Following obsolete patterns Working without goals or targets
SincerityKind treatment between co-workers Maintaining a
constructive dialogue Listening to and appreciating other opinions
Confidence contributes to openness Openness creates opportunities
for good decisions Fear of divergent opinions Insecurity restrains
openness Closed discussions Silence Fear of sharing opinions