Transforming systems into knowledge
Download
Report
Transcript Transforming systems into knowledge
Should have –
Run business transformation and organisational
development initiative as a single change
programme, not two parallel streams
Put more resources initially into stakeholder
(particularly employee) engagement
Made transformation part of the ‘DNA’ of BCC,
not a specific, time-limited activity that would
come to an end
The Future?
Austerity
Policy
Zeitgeist
Context
Moore’s Law
3
2
1
9 ,2
5
1
6 8
1
8
9
3
2 2
9
1
4
5
7
0
9
6
4
4 8
Context
Best Practice
Leadership &
Management
Front & Back
Office
Implications
Transforming
Clustered
Residual
Commercial
Lifestyle
An
Council
alternative
types
Entrepreneurial
Innovative
Flexible & agile
Transparent
Engaged
Constantly in
flux
Manages risk
Digitally
enabled
Transforming
Leadership
Management
Outcomes Is a new model required?
Is a new model required?
Focused on defining
Followers do not perceive
public value outcomes and
leadership as a
then realising them most
hierarchical relationship
efficiently
Realise
Values such as trust,
Redesignby effective
Underpinned
Benefits
honesty, respect and a
approaches to value
management/benefits
sense of equality most
realisation e.g. CHAMPS2
often cited as important
(www.champs2.info)
Leadership can be
Implement
diffuse
All change…
Culture
Capacity
Capability
Structure
Perpetuation
of likeness
Fear
AllBlockers
change…
Transformational change in councils is not only
possible, it’s essential
◦ and good practice examples exist
It is difficult and change management expertise
and methodologies are vital
◦ but expertise in particular appears to be in short supply
Change is underpinned by new approaches to
information and knowledge management
Such change must be systemic – people, process
information and technology
◦ but what enables it is the management of information
through the use technology
Conclusions
Blockers