30
CAF in Action: Managing Organisational Transformation 8th European CAF Users’ Event “Leading Quality into the Future” 12 April 2018, Sofia, Bulgaria Region of Crete Dr. Nikos Raptakis

CAF in Action: Managing Organisational Transformation

  • Upload
    others

  • View
    6

  • Download
    0

Embed Size (px)

Citation preview

Page 1: CAF in Action: Managing Organisational Transformation

CAF in Action:

Managing Organisational Transformation

8th European CAF Users’ Event “Leading Quality into the Future” 12 April 2018, Sofia, Bulgaria

Region of Crete

Dr. Nikos Raptakis

Page 2: CAF in Action: Managing Organisational Transformation

2

Outline

1. Background and context of the organisation

2. Background of the case

3. Process/dynamics

4. Results/outcome

5. Lessons learned & key recommendations

Page 3: CAF in Action: Managing Organisational Transformation

3

Managing Organisational Transformation

Mission, Vision, Values

Change

Management

Strategy and goals

Operational

Objectives

Knowledge, Communication

People’s

Involvement

Strategic

Partnerships

Digital Innovation

Process Innovation

Skills Development

Accessibility

Public Awareness

Working Environment

Motivation, Empowerment

Transparency

Citizen Participation

Performance

Improvement

Quality of Services

Page 4: CAF in Action: Managing Organisational Transformation

4

Managing Organisational Transformation

Mission, Vision, Values

Change

Management

Strategy and goals

Operational

Objectives

Knowledge, Communication

People’s

Involvement

Strategic

Partnerships

Digital Innovation

Process Innovation

Skills Development

Accessibility

Public Awareness

Working Environment

Motivation, Empowerment

Transparency

Citizen Participation

Performance

Improvement

Quality of Services

Page 5: CAF in Action: Managing Organisational Transformation

5 .

LEADERSHIP

PEOPLE

STRATEGY

AND PLANNING

PARTNERSHIPS

AND RESOURCES

PEOPLE RESULTS

CITIZEN/

CUSTOMER-

ORIENTED RESULTS

SOCIAL

RESPONSIBILITY

RESULTS

PROCESSES KEY PERFORMANCE

RESULTS

ENABLERS RESULTS

INNOVATION AND LEARNING

CAF in Action: Managing Organisational Transformation

Page 6: CAF in Action: Managing Organisational Transformation

6

1. Background & Context of the organisation

Region of Crete Directorate of Transport (DTC)

Regional Government 8 Directorates on Crete

Matrix-Organisation 120.000 administrative acts per year

4 Regional Units Department of driving license

6 Directorates-General Department of vehicle registration

38 Directorates Technical Department

900 Public Servants Secretary Department

Page 7: CAF in Action: Managing Organisational Transformation

7

Mission: We balance the interests of our Stakeholders

DTC

Employees

Citizens

Customers

Partners Manageme

nt

Regional Council

Ministries

1 5 9

3

2

4

7

6

8

Page 8: CAF in Action: Managing Organisational Transformation

8

Organisation Resource

Management Process

Efficiency Customer

Satisfaction

“Nothing happens in vain, but out of reason and necessity.” (Leucippus 370 BC)

2. Background of the case – Critical AFIs

Identifying Critical Areas for Improvement

1 5 9

3

2

4

7

6

8

Page 9: CAF in Action: Managing Organisational Transformation

9

How do we understand Vision?

Logic

Courage

Vision “Go as far as you can.

Go further than you can.” (Nikos Kazantzakis)

1 5 9

3

2

4

7

6

8

Page 10: CAF in Action: Managing Organisational Transformation

10

Our Compass - Commitment to clear values

Quality of Service

Transparency

Efficiency

1 5 9

3

2

4

7

6

8

Page 11: CAF in Action: Managing Organisational Transformation

11

Strategic Planning on four main pillars

Organisational Innovation

Technological

Innovation

Process Innovation

Digital Innovation

Quality Transparency Efficiency

People

1 5 9

3

2

4

7

6

8

Page 12: CAF in Action: Managing Organisational Transformation

12

3. CAF in Action: Steps to Organisational Transformation

1. Vision

2. Strategy

3. Motivation & Involvement

4. Action

Planning

5. Implementation

6. Review and

Improvement

People

Process

Organisation

ICT

1 5 9

3

2

4

7

6

8

Page 13: CAF in Action: Managing Organisational Transformation

13

1. Challenge: Prioritizing Areas for Improvement

Infrastructure • Obsolete building • Inadequate working

conditions

• Problematic accessibility

Organisation • Long waiting corridors

• Chaotic counters

• Closed doors (not for all)

People • Demotivated Employees

• Low self-esteem

• Conflicts between (and with) customers

1 5 9

3

2

4

7

6

8

Page 14: CAF in Action: Managing Organisational Transformation

14

Envisioning Organisational Innovation

Page 15: CAF in Action: Managing Organisational Transformation

15

Designing a People-focused workplace

Page 16: CAF in Action: Managing Organisational Transformation

16

2. Challenge: Prioritizing Areas for Improvement

Security • Lack of Information

Security • No data retrieval possible

• Damage of paper records

Transparency • Lack of Transparency

• Lack of Traceability

• Source of corruption

Costs • The largest archive • Increasing records

• Cost of storing paper • Limited Capacity

• Low Process Efficiency

1 5 9

3

2

4

7

6

8

Page 17: CAF in Action: Managing Organisational Transformation

17

Manage continuous improvement: The DTC digitization process model

SUPPORT PROCESSES

IT Management

Facility Management

Purchasing Maintenance

KEY PROCESSES

Quality Control

Digital Signing

Storage Collect Prepare Scan

MANAGEMENT PROCESSES

Strategic Planning

HR Management

ENPE Contract Management

OAED Program Management

1 5 9

3

2

4

7

6

8

Page 18: CAF in Action: Managing Organisational Transformation

18

A Leadership task: Inspire your people!

“If you want to build a ship,

don’t drum up people

together to collect wood and

don’t assign them tasks and

work…, but rather teach them

to long for the endless

immensity of the sea.” (Antoine de Saint-Exupéry)

1 5 9

3

2

4

7

6

8

Page 19: CAF in Action: Managing Organisational Transformation

19

Measurable Key Performance Results

1 5 9

3

2

4

7

6

8

Page 20: CAF in Action: Managing Organisational Transformation

20

People Results: The joy at work

Not everything that can be counted counts,

and not everything that counts can be counted. (Albert Einstein)

1 5 9

3

2

4

7

6

8

Page 21: CAF in Action: Managing Organisational Transformation

21

3. Challenge: From Chaos to e-Chaos?

Counter 8 Counter 7 Archive Registration Approval Labeling

Information

Fill in documents Submit files

Docs

OK?

Docs

OK?

Data entry

Printing Record Temporary

storage

Searching

Docs

OK? … +20 more

steps…

Sample Process: Driving Licence Renewal

6 Working stations, 32 process steps, high error rate, 4 months processing time

1 5 9

3

2

4

7

6

8

Page 22: CAF in Action: Managing Organisational Transformation

22

Manage Efficiency: Business Process Reengineering

Process redesign

Process engineering

Process improvement

KPIs

One-stop services

Organization

Training

IT Integration

Standardization

Master files

Automation

Dynamic QR

1 5 9

3

2

4

7

6

8

Page 23: CAF in Action: Managing Organisational Transformation

23

4. Challenge: e-Government

Website

e-appointment

smart queuing

Business intelligence

1 5 9

3

2

4

7

6

8

Page 24: CAF in Action: Managing Organisational Transformation

24

4. Key Results in alignment with our core Values

• 96% customer

satisfaction index

• 92% use of

appointment service

• Citizens’ service desks

• Ergonomic conditions

• People serving people

Quality

• 100 % electronic

customer assignment

• No dividing walls

• Clarity, glass offices

• Data integrity

• Digital signing and

tracking

• Authentication

Transparency

• 70% cost saving

• 65% process efficiency

• Information security

• Error reduction

• Clear roles and

responsibilities

• High degree of capacity

utilisation

Efficiency

1 5 9

3

2

4

7

6

8

Page 25: CAF in Action: Managing Organisational Transformation

25

5. Lessons learned & key recommendations

• Sustainable change is always driven by people

• Consider all relevant stakeholders, their needs and expectations

• Develop and share core values and a common vision in your team

• Communicate the need for change, overcome the resistance

• Plan the right actions and find the right pace of change

• Inspire, motivate, involve your people and recognize their efforts

• Move from separate solutions to integrated initiatives

Page 26: CAF in Action: Managing Organisational Transformation

26 .

LEADERSHIP

PEOPLE

STRATEGY

AND PLANNING

PARTNERSHIPS

AND RESOURCES

PEOPLE RESULTS

CITIZEN/

CUSTOMER-

ORIENTED RESULTS

SOCIAL

RESPONSIBILITY

RESULTS

PROCESSES KEY PERFORMANCE

RESULTS

ENABLERS RESULTS

INNOVATION AND LEARNING

High Intention

Sincere

Effort

Intelligent

Execution

Page 27: CAF in Action: Managing Organisational Transformation

27

“Excellence is never an accident.

It is always the result of high intention,

sincere effort, and intelligent execution;

it represents the wise choice of many

alternatives; choice, not chance,

determines your destiny.” Aristotle (384 - 322 BC)

Principles of Excellence

Page 28: CAF in Action: Managing Organisational Transformation

28

Questions

Page 29: CAF in Action: Managing Organisational Transformation

29

Thank You

Kalaitzakis Theodoros, RoC

Kalaitzakis Manos, ICS

Dr. Kotsoglou Kyriakos, RoC

Koukiadakis Evripidis, RoC

Dr. Raptakis Nikos, RoC

“By believing

passionately in

something that

still does not exist,

we create it.”

(Nikos Kazantzakis)

Page 30: CAF in Action: Managing Organisational Transformation

30

Contact details

Name: Dr. Nikos Raptakis

Email: [email protected]

Phone: +30 2813 400227

Website: www.crete.gov.gr