balancing continuity and change - wcma annual …cd2d9300-9629-4071-8a91...*wcma 2018 balancing...

Balancing Continuity and Change

DRUCKER INSTITUTE * What will you do on Monday that’s different?

WCMA 2018 BALANCING CONTINUITY AND CHANGE

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Last of the Warriors



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*“One cannot manage change. One can only be ahead of it.”

Peter F. Drucker


Drucker on Leading Change

“In a period of upheavals, such as the one we are living in, change is the norm. To be sure, it is painful and risky, and above all it requires a great deal of very hard work. But unless it is seen as the task of the organization to lead change, the organization . . . will not survive. In a period of rapid structural change, the only ones who survive are the Change Leaders.”

Peter F. Drucker




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“It is therefore a central 21st-century challenge for management that its organization become a change leader. A change leader sees change as opportunity. A change leader looks for change, knows how to find the right changes and knows how to make them effective both outside the organization”

Peter F. Drucker




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Four Requirements of the Change Leader 1. Policies to make the future

2. Systematic methods to look for and to anticipate change.

3. The right way to introduce change, both within and outside the organization

4. Policies to balance continuity and change




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Protect the Core; Stimulate Progress




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*“The foundation of effective leadership is thinking through the organization’s mission, defining it, establishing it clearly and visibly.”

Peter F. Drucker


Drucker on Leadership and Mission


*“To use change as an opportunity . . . requires first that the enterprise have a clear mission. . . . Without such a mission—that is, without continuity—the enterprise is rudderless and only drifts.”

Peter F. Drucker


Drucker on Leadership and Mission



Protect the Core: Establishing the Mission and Values

To spur investment

in a stronger South Bend

Attracting and retaining growing

businesses

Connecting residents to economic

opportunities

Planning for vibrant neighborhoods




Working around the clock for a

safer county

Educate, engage, and evaluate to

reduce or prevent danger

Respond to danger and protect those

in danger

Support other communities confronting danger




Preparing young people for effective citizenship

Lay the academic and intellectual

foundation for a lifetime of learning

Embed skills and habit for critical

thinking and problem solving

Promote the development of the

whole person.


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Accuracy and Timeliness are Both/And, not Either/Or.

"Small Town Friendly" does not preclude efficiency.

Look up. See the future before it arrives.

We are a team.


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Protect the Core: Establish and hold fast to your mission and values




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Stimulate Progress: Innovate your programs and policies




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We won’t change what we stand for, but we will change how we do things.




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*“‘If we did not do this already, would we go into it now knowing what we now know?’ If the answer is no, the organization has to ask, ‘So what do we do now?’”

Peter F. Drucker


Drucker on Stimulating Progress


*“To be a change leader . . . requires policies to make the present create the future.”

Peter F. Drucker




*“To make the future is highly risky. It is less risky, however, than not trying to make the future.”

Peter F. Drucker



• Q&A

• Tools/Application

• [email protected]




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Departmental Mission Statement

Bucket 1 Bucket 2 Bucket 3 Bucket 4

Work 1 Work 2 Work 3 Work 4

Mission-Buckets-Work

DRUCKER INSTITUTE* What will you do on Monday that’s different?

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Spur investment in a stronger South Bend

Attract and retain growing businesses

Connect residents to economic opportunities

Plan for vibrant neighborhoods

Business application support and review

Provide "employment-ready" counseling

Assist first-time home buyers

Negotiate contracts Provide support to "job creators" Help people stay in their homes

Identify and pursue transformational ideas

Facilitate remediation process Make the "Bike Friendlier"

Research planning activities in other cities

Initiate creation of local development ideas

Develop and maintain Brownfield inventory

Conduct fiscal analyses and reconcile accounts

Review and approve data reports Provide foreclosure counseling


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Mission Statement


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Build community by maintaining and enhancing the City's infrastructure

Providing essential services to homes and businesses

Developing and maintaining community assets Planning for a vibrant future

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Provide the foundation for the City's fiscal health

Promote financial stewardship Provide timely and accurate information to internal customers

Provide timely and accurate information to external customers


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What are the core values and statements of principle that serve as the foundation for the Finance DepartmentĻs work? Express each of them as either a “Do” or a “Don’t” below. Or try both the affirmative and the negatory formulation and see which best fits the way our department should go about its work.

Do’s Don’ts



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Accuracy and Timeliness are Both/And, not Either/Or.

"Small Town Friendly" does not preclude efficiency.

Look up. See the future before it arrives.

We are a team.



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balancing continuity and change - wcma annual …cd2d9300-9629-4071-8a91...*wcma 2018 balancing...

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