International Roundtable International Roundtable on on Civil Service Reforms Civil Service Reforms “ “ How to make Reforms How to make Reforms Successful & Sustainable ” Successful & Sustainable ” 17 – 18 March 2009 17 – 18 March 2009 GORDON GULLAN GORDON GULLAN Change Management Specialist – New Single Window Project, MoF Change 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
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International Roundtable on Civil Service Reforms “ How to make Reforms Successful & Sustainable ” 17 – 18 March 2009 GORDON GULLAN Change Management Specialist.
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International RoundtableInternational Roundtableonon
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)
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
Successful support to Reform : Successful support to Reform : EGYPT CUSTOMS EGYPT CUSTOMS Senior Managers’ Expectations for the MDPSenior Managers’ Expectations for the MDP
17-Mar-2009 Slide Ref
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.
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
17-Mar-2009 Slide Ref
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
Sustainability for Change: Sustainability for Change: EGYPT CUSTOMS EGYPT CUSTOMS Overall Impact of MDP on Senior ManagersOverall Impact of MDP on Senior Managers
17-Mar-2009 Slide Ref
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.
Sustainability for Change: Sustainability for Change: EGYPT CUSTOMS EGYPT CUSTOMS MDP - Value for Developing Future ManagersMDP - Value for Developing Future Managers
17-Mar-2009 Slide Ref
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.
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
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
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
Principles of Successful Change (1)Principles of Successful Change (1)
17-Mar-2009 Slide Ref
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
Principles of Successful Change (2)Principles of Successful Change (2)
17-Mar-2009 Slide Ref
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