Changing the DNA of Your Organization

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Changing the DNA ofYour Organization

• Public Strategies Group
• www.PSGrp.com

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Your Job is About to Change!
Government Manager
Genetic Engineer
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Before We Begin

• Form A Group of Three
• Share with Your Group
• 1) Three things you heard about your organization
  BEFORE you started working there
• 2) The nickname that the people in your
  organization use to refer to you

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Industrial-Era Paradigm

• Centralized Bureaucracies
• Hierarchical Management
• Rules and Regulations
• Standardized Services
• Command-and-Control Methods
• Public Monopolies

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Bureaucracy Worked!!

• Security
• Stability
• Fairness and Equity
• Consistency of Services
• Accountability through a Chain of Command

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But It Doesnt Match Up Well with Todays
Realities

• Stable Rapid change
• Linear work process Networks
• Mediocre services Demanding customers
• One size fits all Customized
• needs
• Monopolies Competition

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Duct Tape for Bureaucracies

• Reorganization
• Consolidation
• Performance Audit Studies
• Creating Oversight Groups
• Blue-Ribbon Commissions

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The DNA of Organizations

• Purpose Where Does the Organization Find Its
  Purpose?
• Accountability Toward Whose Interest is Work
  Organized?
• Incentives What Matters and How is It Made to
  Matter?
• Power What is Controlled, by Whom, and by What
  Means?
• Culture What Environment Best Conditions
  Employees to Perform?

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Where Does the Organization Find Its Purpose?

• BureaucracyStatute, rules, policies, and
  procedures
• Reinvented OrganizationMission, vision, and
  values

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Toward Whose Interest is Work Organized?

• BureaucracyThe needs of the organization
  exclusive mandate quality is defined by experts
  
• Reinvented OrganizationFocus on the needs of
  the customer choice competition quality is
  defined by the customer

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What Matters and How is It Made to Matter?

• BureaucracyAdherence to rules and procedures
  supervision, audits, hearings, grievances
• Reinvented OrganizationResults that customers
  value measurement and reporting, intrinsic
  extrinsic rewards, market competition

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What is Controlled, by Whom, and by What Means?

• BureaucracyControl inputs from the top and
  center of the organization chain of command use
  enforcement
• Reinvented OrganizationControl outcomes at the
  front line chain of value motivate people to
  comply

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What Environment Best Conditions Employees to
Perform?

• BureaucracyBuild system of controls to prevent
  people from screwing up hierarchy focus on your
  job specialization
• Reinvented OrganizationAssume people will
  perform empower them flexibility focus on the
  big picture covenant mentality

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Primary Rule of Reinvention

• No New DNA
• No Transformation

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Recasting the DNA

• Purpose.....CORE
• Accountability...CUSTOMER
• Incentives.....CONSEQUENCES
• Power..CONTROL
• Culture....CULTUREThe 5 Cs are your
  Levers of Change!

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You Can Work These Levers at Multiple Levels

• Governing Systems
• Administrative Systems
• Organizations
• Work Processes
• People

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Next Rule of Reinvention

• The higher the level,
• The greater the leverage

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CoreIts All About Clarity Focus

• Clarity of Purpose Clearing the Decks
• Clarity of Role Uncoupling Steering from Rowing
• Clarity of Direction Improving Your Aim

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Customer Putting Them in The Drivers Seat

• Contact - Ask Them What They Want
• Feedback - Ask Them How You Did
• Performance Information - Tell Them How You Are
  You Doing
• Redress - Make Things Right with Them
• Choice - Let Them Decide

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Exercise Service Guarantee

• Think of One of the Most Important Services that
  Your Organization Provides for Individual
  Citizens
• What Service Guarantee Would You Be Prepared to
  Make on That Service?
• What Could You Offer to Customers If You Dont
  Meet that Guarantee?

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Consequences Making Performance Matter

• Set A Goal
• Do the Work
• Measure the Results
• Provide Incentives
• Plan Improvements
• Sounds simple, right?

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Exercise Incentives

• Form a group of three
• What has been the most creative and/or effective
  incentive strategy that you have used to motivate
  improved performance in your workforce?

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A Menu of Incentives

• Performance-Based Awards Recognition
• Psychic Pay
• Bonuses
• Gainsharing/Shared Savings
• Internal Competitions
• Performance Contracts
• Performance Budgets
• Public Reporting of Performance

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Control Aligning Authority and Accountability
with Information

• Organizational Empowerment Get rid of outdated
  rules procedures that hamper high performance
• Employee Empowerment Create opportunities for
  employees to share their knowledge and assume
  leadership for producing results
• Community Empowerment Put substantial control
  over the direction of public programs back in the
  communities served by those programs

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Culture Its Not One Thing, Its Everything

• Stories That Get Told
• Unwritten Rules
• Work Environment
• How the Phones Are Answered
• Who Parks Where
• What Hangs on the Walls
• Nicknames

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Culture How to Transform It

• Changing Habits Creating New Experiences
• Touching Hearts Developing a New Covenant
• Winning Minds Developing New Mental Models

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Last Exercise (I Promise)

• Imagine it is 3 years from now. The local
  newspaper has asked assorted organizations
  (including yours) to display symbols of your
  culture.
• What will you be bringing to display?

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Changing the DNA ofYour Organization

• Resources
• Public Strategies Group, www.PSGrp.com
• Banishing Bureaucracy, Osborne Plastrik
• Reinventors Fieldbook, Osborne Plastrik