Managing in an

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Managing in an
world
Lloyd Jowsey
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Eroding Public Trust
Percent of population saying"I trust government
all/most of the time"
80
60
40
20
1967
1970
1973
1976
1979
1982
1985
1988
1991
1994
1964
1997
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Changing Government Interaction
Source The Critical Role of Public Management.
KPMG, 1999
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The reality is .
The quality of our decision making is
deteriorating acrosss the board. Not because the
people in charge are stupid, but because they are
all running too fast, making too many decisions
too fast, about too many things they know little
about

• Alvin Toffler,

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Framework for e-enabled Government
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Which adds up to.

• More collaboration / engagement ( between both
  agencies communities) in the design and
  delivery of policy services
• Joined up agencies with people who can
• operate across different work cultures
• find ways to share knowledge
• People and organisations that can move with the
  changes and manage the impacts
• Leaders that can manage expectations, provide
  clarity and move the work culture

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Agenda

• Model for for managing e-enabled
  governmentagencies
• People competencies
• Critical tools for managers in an e-enabled
  government

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Managing e-enabled government sector
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Strategy, people performance ..

• Managing through processs is important but not
  enough
• Implies there is a connection between
  sustainability of performance outcomes cultural
  climate alignment

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Culture Climate Relationship

• Performance Targets define the ACTUAL Culture
• The ability to keep target culture performance
  objectives aligned differentiates comparative
  performance (organisation project)
• Target Culture signals the climate that
  managers need to create

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Leadership in e-enabled government

• Implies joined-up, e-enabled organisations have a
  multitude of cultures meaning
• Different mixes of manager capability for
  different cultures
• What works in one context may not work in
  another. In other words leadership is even more
  situational therefore
• Behaviour ? (Person, situation)
• Manager capability to create adapt climate to
  culture performance targets is an issue of
  competence
• In e-enabled governement collaboration,
  consultation and partnership are different and,
• will be less process bound more relationship
  (competency) driven

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Leadership competencies - the common ground

• Providing Focus
• Broad Scanning
• Interpret what they see cognitive flexibility
• Analytical / conceptual Thinking
• Insight

• Building Commitment
• Organisational knowhow
• Good judgement of people
• Leadership
• Impact influence

• Drive for achievement
• Measure against stanadards of excellce
• Drive for improvement
• Set challenging goals
• Take calculated risks

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Its how much in what combinations that counts
The inability to move flexibly between these
competencies limits the ability to recognise new
trends or threats to the project or organisation
Providing Focus
IBM CEO, Watson saw that compatability would be a
technological and marketing advantage in the
future
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The e-government context

• Leadership
• Governance
• Competencies
• Technology
• (Source Net Ready Strategies for Success in
  the e-economy,
• A. Hartman et al, 2000)

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Capability links

• Providing Focus
• Broad Scanning
• Interpret what they see cognitive flexibility
• Analytical / conceptual Thinking
• Insight

• Building Commitment
• Organisational knowhow
• Good judgement of people
• Leadership
• Impact influence

• Drive for achievement
• Measure against stanadards of excellce
• Drive for improvement
• Set challenging goals
• Take calculated risks

• (Source Net Ready Strategies for Success in
  the e-economy,
• A. Hartman et al, 2000)

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The critical differences
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Example recent report of Auditor General on IT
projects

• Lessons learned not shared (cognitive
  flexibility)
• Critical role of the CEO in IT projects ie
• Lynchpin role in the overall success/ failure of
  a project
• Degree to which they are hands on ie
• Not get too close (provide focus)
• Assess progress objectively (measure against
  standards of excellence)
• Aware of significant changes that might affect
  risk or status (broad scanning)

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Gartner Institutes star I.T. competencies

• Strategy Cluster
• Industry knowledge
• Planning
• Measurement
• SBU Know how

Technical Cluster

• Relationship / Leadership cluster
• Attracting / retaining talent
• Team-building
• Communication
• Influencing
• Change leadership

Analyst / Business Cluster
Source Gartner Institue Building the next
generation IT professional R.D. Rada T Smith
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Virtual teams - Critical Competencies

• Often cant see who and what you are dealing
  with
• Require sophisticated communication competencies
  communicating the reasons for decisions is even
  more challenging than face to face
• Team leadership is critical particularly in a
  Rapid Application Development Environment i.e.
  influence using facilitation
• Collaboration on task allocation and management
  determines buy in
• Calculated risk taking becomes more the norm

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Steps for moving to e-enabled government

• Map the culture
• Target the competencies
• Manage the changes

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Map how the culture will need to change
Source People performance pay
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Managing the Changes
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