transformative change initiatives – how to thrive not just survive – dowling
TRANSCRIPT
Transformative Change Initiatives – How to Thrive, Not Just Surviveby James DowlingMarch 15, 2017
NY IT Leadership Conference
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
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
4
Sustainable Change – In ActionA case and insights from The State of Massachusettsand Accelare, Inc. - Enterprise Fitness
The Visible Problem!
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
Daily Dashboard – Metrics that Matter
Simplify > Standardize > Stabilize > Improve > Automate > Improve
New Process, Wayfinding, Flow, Roles & Behaviors
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