Leading Public Service Transformation Manchester 8 Nov 2012 Your job Stephen Taylor New?
Welcome message from author
This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
Transcript
Leading Public Service TransformationManchester 8 Nov 2012
Your job Stephen Taylor
Stephen Taylor
New?
“A cardinal principle escapes too many managers: you cannot continuously improve interdependent systems and processes until you progressively perfect interdependent, interpersonal relationships.”
Stephen Covey
Role of HR?
Recruit, retain and motivate the staff
necessary to deliver the business strategy
Role of HR?
Recruit, retain and motivate the staff
necessary to deliver the business strategy
Drive sustained high performance
Sumantra Ghoshal
Tough:stretch, discipline
Sumantra Ghoshal
Tough:stretch, discipline
Tender:trust, support
Four kinds of culture: 1. Fragmented
Neither tough nor tender
Four kinds of culture: 1. Fragmented
Neither tough nor tender
Characteristics
Weak corporate ambitionAllegiance to profession, function, department or locality at expense of the organisation as a wholeSurvive/prosper by aligning with the strongest group
Four kinds of culture: 1. Fragmented
Neither tough nor tender
Characteristics
Weak corporate ambitionAllegiance to profession, function, department or locality at expense of the organisation as a wholeSurvive/prosper by aligning with the strongest group
Symptoms
Patchiness/variabilityPower struggles, internal politics‘Highest common factor’ decisions
Four kinds of culture: 2. Smug
Tender but not tough
Four kinds of culture: 2. Smug
Tender but not tough Characteristics
Muddled/complacent ambitionOver-concern with employee contentment/wellbeingSurvive/prosper by being in the clique
Four kinds of culture: 2. Smug
Tender but not tough Characteristics
Muddled/complacent ambitionOver-concern with employee contentment/wellbeingSurvive/prosper by being in the clique
Symptoms
Tolerance of mediocre standards and poor performanceDismissive of new ideas and external challenge‘We’re all right Jack’ attitude
Four kinds of culture: 3. Brutal
Tough but not tender
Four kinds of culture: 3. Brutal
Tough but not tender Characteristics
Unrealistic/unjust performance demandStrong sense of hierarchySurvive/prosper by being the hard man/woman
Four kinds of culture: 3. Brutal
Tough but not tender Characteristics
Unrealistic/unjust performance demandStrong sense of hierarchySurvive/prosper by being the hard man/woman
Symptoms
Witch hunts, blameStiff, formal internal relationshipsFear, anxiety, stress, burn-out
Four kinds of culture: 4. Adaptive
Tough and tender
Four kinds of culture: 4. Adaptive
Tough and tender
Characteristics
Bold but credible ambitionValues-driven Survive/prosper through your contribution to the team
Four kinds of culture: 4. Adaptive
Tough and tender
Characteristics
Bold but credible ambitionValues-driven Survive/prosper through your contribution to the team
Symptoms
Open, honest, fun Outward-looking and future-orientedHigh and focussed investment in people
high
Toughstretch, discipline
Tendertrust, support
Ghoshal model
3. Brutal
1. Fragmented 2. Smug
4. Adaptive
low
high
low high
high
Toughstretch, discipline
Tendertrust, support
Ghoshal model
Brutal
Fragmented Smug
Adaptive
low
high
low high
1. ?2. ?3. ?4. Criteria for recruitment, promotion, dismissal5. Formal and informal socialisation6. Recurring systems and procedures7. Organisation design and structure8. Physical workspace9. Stories and myths about key people and events10. Values statements, charters, creeds, ethics codes
Ed Schein, MIT
What determines how organisations behave?
1. What leaders pay attention to, measure, reward and control2. How leaders react to critical incidents3. Employees imitating their leaders4. Criteria for recruitment, promotion, dismissal5. Formal and informal socialisation6. Recurring systems and procedures7. Organisation design and structure8. Physical workspace9. Stories and myths about key people and events10. Values statements, charters, creeds, ethics codes
Ed Schein, MIT
What determines how organisations behave?
HR’s dangerous agenda!
1.Build the self-awareness and leadership capacity of the senior group and challenge inimical behaviour
HR’s dangerous agenda!
1.Build the self-awareness and leadership capacity of the senior group and challenge inimical behaviour
2.Hardwire the intended culture into the framework of the organisation
HR’s dangerous agenda!
1.Build the self-awareness and leadership capacity of the senior group and challenge inimical behaviour
2.Hardwire the intended culture into the framework of the organisation
3. Design the future organisation and plan the journey to it
“A withered and castrated remnant of what used to be a vigorous and independent part of British life”
Ferdinand Mount ‘The New Few’, Simon & Schuster 2012
Heseltine
- Devolve £50 billion of public spending
- Unitary local government
- More mayors
- Pay private sector levels for necessary skills (3x)
- ‘Mobilise the skills of provincial England’
The challenge now for councils
1.See a new role and model for doing business
The challenge now for councils
1.See a new role and model for doing business
2.Get to it with the left side of the brain: ie comprehend it
The challenge now for councils
1.See a new role and model for doing business
2.Get to it with the left side of the brain: ie comprehend it
3.Get to it with the right side of the brain: ie want it
What’s the new role?
‘deficit’is a bottomless pit
No amount of further belt-tightening will close the gap
National government won’t solve the problem
What’s the new role?
What’s the new role?
1.Better to address the whole, not just the presenting issue
What’s the new role?
1.Better to address the whole, not just the presenting issue
2.Better to prevent than to cure
What’s the new role?
1.Better to address the whole, not just the presenting issue
2.Better to prevent than to cure
3.Economic growth reduces demand on public services
What’s the new role?
1.Better to address the whole, not just the presenting issue
2.Better to prevent than to cure
3.Economic growth reduces demand on public services
4.Strong communities are a foundation for the above
What’s the new model?
What’s the new model?
Concern with all outcomes for the place
What’s the new model?
Concern with all outcomes for the place
Mobilise all available means to the goal
What’s the new model?
Concern with all outcomes for the place
Mobilise all available means to the goal
Commission the strengthening of communities
What’s the new model?
Concern with all outcomes for the place
Mobilise all available means to the goal
Commission the strengthening of communities
Provide services Make connections
Making connections: three levels
Involve staff in improving
services
Level 1
Making connections: three levels
Involve staff in improving
services
Involve citizens in reshaping services
Level 1
Level 2
Making connections: three levels
Involve staff in improving
services
Involve citizens in reshaping services
Build communities to reduce the need
for services
Level 1
Level 2
Level 3
Inside the box Leader/Cabinet as tellers of the story for the place
Ward councillors as catalysts of stronger communities
CMT as a team of programme commissioners
Officers with a new set of skills and behaviours
Left brain
Epidemiology
Social media
Contract design
Programme evaluation
Unit costing
Joint ventures
Scenario planningR&I
Community assets
Right brain
Dissolve professional boundaries
Think corporate, not service
Put the team first
Look ahead, act strategically
Involve the citizen
Search for new ideas
The journey
- What’s the story?- Big bang or slow evolution?- What level of effort is needed?- Stick or carrot?- Structural change?- Who’s on the bus and who needs to go?- Will members play ball?- What is a reasonable timescale?- How do we know we are succeeding?- How can we take staff with us?- How to cope with the personal wear and tear?
Ask the question!
Where do we want to be in five years and how will we get there?
“Only connect the prose and the passion, and both will be exalted, and human love will be seen at its height. Live in fragments no longer.”
E M Forster, Howards End, 1910
Title/Subtitle - Myriad Pro Italic pt size 35• Myriad Pro regular - light blue/grey - pt size 17• ad sub-points on this sub-title page• possibility to ad points on this sub-title page
Related Documents
