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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
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
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
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
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
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
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Mission: We balance the interests of our Stakeholders
DTC
Employees
Citizens
Customers
Partners Manageme
nt
Regional Council
Ministries
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2
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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
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2
4
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How do we understand Vision?
Logic
Courage
Vision “Go as far as you can.
Go further than you can.” (Nikos Kazantzakis)
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Our Compass - Commitment to clear values
Quality of Service
Transparency
Efficiency
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Strategic Planning on four main pillars
Organisational Innovation
Technological
Innovation
Process Innovation
Digital Innovation
Quality Transparency Efficiency
People
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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
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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
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Envisioning Organisational Innovation
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Designing a People-focused workplace
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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
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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
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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)
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Measurable Key Performance Results
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People Results: The joy at work
Not everything that can be counted counts,
and not everything that counts can be counted. (Albert Einstein)
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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
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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
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4. Challenge: e-Government
Website
e-appointment
smart queuing
Business intelligence
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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
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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
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
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
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Questions
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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)
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Contact details
Name: Dr. Nikos Raptakis
Email: [email protected]
Phone: +30 2813 400227
Website: www.crete.gov.gr