transformative change initiatives – how to thrive not just survive – dowling

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Transformative Change Initiatives – How to Thrive, Not Just Survive by James Dowling March 15, 2017 NY IT Leadership Conference

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Page 1: Transformative Change Initiatives – How to Thrive not just Survive – Dowling

Transformative Change Initiatives – How to Thrive, Not Just Surviveby James DowlingMarch 15, 2017

NY IT Leadership Conference

Page 2: Transformative Change Initiatives – How to Thrive not just Survive – Dowling

Your Presenter

Jim Dowling

Retired in Service - Operational Capability Architect and General Contractor IT Leadership Learning Forum Leader

Retired – Executive Organizational Change Management Consultant. The Abreon Group

Retired – VP Consulting Services – Accelare, Inc.

Former Partner & Organization & Leadership Performance Development, The RBL Group

Former, Founding Executive and Continual Business/IT Alignment Practice Lead, Technology Evaluation Centers, Inc. & TechnologyEvaluation.com

Retired – CIO, Bose Corporation

Page 3: Transformative Change Initiatives – How to Thrive not just Survive – Dowling

Ask Yourselves this Question

How is each system within

your organization

helping or hindering the

desired change?

Change Leadership

Internal Systems of Measurement

Individual and Team Performance Management

Rewards & Recognition

Culture – Behaviors & Focus on Optimization

Page 4: Transformative Change Initiatives – How to Thrive not just Survive – Dowling

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Sustainable Change – In ActionA case and insights from The State of Massachusettsand Accelare, Inc. - Enterprise Fitness

Page 5: Transformative Change Initiatives – How to Thrive not just Survive – Dowling

The Visible Problem!

Page 6: Transformative Change Initiatives – How to Thrive not just Survive – Dowling

A New Queueing Model – A Non-Tech Solution

• Orange: Technology laggard, high-touch, more easily confused; C-Sat: clarity, assistance, direction

• Green line: Technology savvy, at registry only because they have to be; low-touch, visited website before coming to the registry; C-Sat: speed, efficiency, control, self-service

• Interaction: Helpful, no jargon, “your pace”, individualized

• Learning: Case reviews, daily adjustments, cross service center sharing

• Approach: Service delivery and work experience improvement can be one goal

• Preparation: Learning laboratories; practice, peer reviews and coaching

Page 7: Transformative Change Initiatives – How to Thrive not just Survive – Dowling

Daily Dashboard – Metrics that Matter

Page 8: Transformative Change Initiatives – How to Thrive not just Survive – Dowling

Simplify > Standardize > Stabilize > Improve > Automate > Improve

Page 9: Transformative Change Initiatives – How to Thrive not just Survive – Dowling

New Process, Wayfinding, Flow, Roles & Behaviors

Page 10: Transformative Change Initiatives – How to Thrive not just Survive – Dowling

Ongoing Strategy – Shed, Extend, Improve & Acquire Tech and Non-Tech Capabilities – Optimization Focus

We serve Massachusetts residents, businesses, and partners by issuing Real IDs, credentialsand privileges as well as upholding the laws for driver and vehicle safety.

2. Deliver aflexible new business modeland core system

a. Deliver simple, efficient and durable ATLAS business model and technical platform aheadof planned schedule and budget

b. Convert from ALARS to ATLAS without service disruptions or performance declinesc. Leverage a COTS platform to allow for cost effective upgrades and 15+ years of useful lifed. Make Quincy paperless

5. Increase capacity to implementState and Federal mandates

a. Deliver Real ID and related servicesb. Expand our ability to deliver additional credentials, privileges and services for the Commonwealth

3. Build aCan-Do culture

a. Build a customer focused, mindful culture of accountabilityb. Improved Employee engagement, moralec. Be recognized as a role model for other MA Agenciesd. Master S2E, Process Management, BPR and Scalable Agile/Scrume. Implement a culture of servant leadership and high-performance

1. Be recognized as the industry leader in customer satisfaction

a. Build industry leading self-managed account structure for both retail and commercial customersb. Optimize branch locations, service-mix, wayfinding and in branch experiencec. Move as many transactions as possible to self-service or third party channels and out of the branchesd. #1 in 2017 AAMVA Service Awards

4. Expand 3rd party channels /growOOB

a. Deliver My RMV self managed account for both B2C and B2B channels b. Expand 3rd party/partner service channels

Goals Objectives

Page 11: Transformative Change Initiatives – How to Thrive not just Survive – Dowling