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CHANGE MANAGEMENT IS SPLIT BETWEEN YESSER PROGRAMME AND GOVERNMENT AGENCIES
• Towards nationCommunications plan for increasing user awareness and adoption of e-services
Yesser Programme Government agencies
Internally• Change management within
government agencies (run by government agencies themselves) to effect mindset and behaviourchanges needed for redesigning of business processes and switching to e-services
• Communication of changes to employees of affected departments
Change management
• Towards ministriesSharing of best practice change management manual to offer guidance on ministry internal change management efforts in government agencies
Covered in communications plan/
user adoption strategy
Covered in this document
1
• Motivation for Change Management
• Components of Change Management
• Tools in Change Management
• Implementation of change management
2
80
20
Implementation• Resistance of those
concerned, insufficient involvement of staff
• Poor communication• Lack of know-how and
implementation skills• No alliance of leadership
Strategy
Reasons for failure of change projects
MANY PROJECTS FAIL NOT IN STRATEGY, BUT IN IMPLEMENTATION
Success/failure of change projects
Successful projects
Over 40% of all change projects
fail to hit their targets
60 40
In percent
Failed projects
In percent
Source: Hammer & Champy 1995, Kotter 1997; team 3
SPECIFIC CHALLENGES FOR CHANGE MANAGEMENT IN E-GOVERNMENTChallenges Description Actions
• Government agency employees and department managers could be sceptical about changes to come leading to reduced willingness to cooperate in mapping and redesign of processes
• Fear of job losses among department employees since process redesign is happening behind closed doors
• Departments could fear loss of power as mere control instance for online transactions
Fear of change in ministries
• Need to address fears with clear communication strategy
• E-government still perceived as simple IT project with no implications on process of service delivery
• Some past experiences with computerization of ministries may cast shadow of doubt on e-government, e.g., Ministry of Higher Education computerizing diploma accreditation resulting in higher work load
Lack of understanding of e-government
• Need to change perception of e-government as IT project, rather as tried and tested tool to simplifying government services
• Yesser/MCIT and e-government not perceived as facilitators, but as– Solution to government agencies’ problems– New superior telling ministry what to do
Lack of understanding of Yesser/MCIT’s role
• Need to clarify mode of collaboration with host agencies and other government agencies
• Host ministry employees might lack skills for process mapping and redesign of their own processes
Skill gap
• Need to actively address skill set development of government agency employees
• Unclear if each host agency leadership aligned; some concerns signalled regarding redesign for e-serviceLeadership level
alignment
• Need to get alignment within government agencies and buy-in of top level management
Source: Team 4
• Motivation for Change Management
• Components of Change Management
• Tools in Change Management
• Implementation of change management
5
THE APPROACH TO CHANGE IS BASED ON THREE MAIN QUESTIONS
Where are you today and where do you want to go?
What do you need to do to get there?
How do you manage implementation for success?
Direction
Accounta-bility
Externalorientation
Leadership Innovation
Capability Motivation
Environment and values
'From-to'for themes
Prioritized sequence program
'I will change my mindset and behavior if …'
Positive role modelling
Compelling, energizing stories
Right capabilities
Reinforcing with formal mechanisms
Pace
Coalition
Energy
Control
Methodology
Risk
Engagement
Transparency
Coordination and control
• Understand current areas of strength and weakness
• Understand cultural implications of strategy
• Engage all stakeholders in dialogue around aspirations
• Define what must be done and who must change to close gaps
• Link the program to existing initiatives and the overall ministry strategy
• Establish capability building opportunities for key employees
• Make implementation design choices
• Appoint strong leadership to oversee the program
• Monitor, stock-take and adjust
Source: Team6
7
MULTIPLE DIAGNOSTIC TOOLS HELP DETERMINE WHERE YOU ARE AND WHERE YOU WANT TO GO
Workshops• Meetings that engage
small groups in a dialog on key issues
• Example – Top team workshop, focus groups with frontline employees
Interviews• Discussions with key
individuals to develop deeper perspectives on specific issues
• Example – deep structure interviews with top team
Fact-based analyses• Collection of key data
from the organization to test and validate hypotheses
• Example – performance data on pilot processes, e.g., number of expatlabour requests per day, duration of process
The diagnostic integrates information from four complementary assessment approaches …
… to create a summary Organization Performance Profile (OPP)
Direction
Coordination and control
Accounta-bility
External orientation
InnovationLeadership
DistinctiveSuperior
CommonNot effective
ILLUSTRATIVE
Capability Motivation
Environment and values
Surveys• Standardized,
objective questionnaire to collect information from a large sample
• Example – OPP* diagnostic on outcomes, behaviors, and mindsets
* Organizational Performance ProfileSource: Team
A SET OF TOOLS THAT DIRECTLY ADDRESS CRITICAL MINDSET AND BEHAVIOR ISSUES HELP YOU GET THERE
Positive role modelling• Role models at the top• Host department team
performance • Change agents
Compelling, energizing stories: Fostering understanding and conviction• Success, great story • Dialogue based planning• Viral communication
Right capabilities:Developing talent and skills• Employee value
proposition• Transpersonal skills
workshops• Action learning• Talent optimization
Reinforcing with formal mechanisms• KPI definition• Performance
measurement• Performance review• Reward for performance
Mindset and behavior shifts
Source: Team8
9
EIGHT IMPERATIVES MUST BE TAKEN INTO ACCOUNT WHEN MANAGING SUCCESSFUL IMPLEMENTATION
ImperativeCore beliefs
Align the team2. Alignment and commitment happens when top executives work together; team building efforts should emphasise work planning and execution over symbolic action and ceremony
Build and sustain momentum
3. “Push” and “pull” initiatives must be balanced to build critical mass and create energy to drive the change programme
Execute with discipline
4. Implementation management requires discipline and rigour – at least as much as managing the core services of the ministry
Adjust as you go 6. Institutional learning stems from explicit review, feedback, and revision processes to measure progress and encourage continuous adjustment
Tailor the plan1. Design the pace, sequence, and mix of initiatives according to the organisation’s urgency and capacity for change
Build change capabilities
5. Fact-based problem solving creates value – this capability is an important source of ideas and solutions and is the foundation for broader change capabilities
Make it personal7. Organisational change only occurs when each individual employee realizes that the change is for the overall good, understands his own role, importance and potential impact, sees what is in there for him and changes his behaviours and mindsets consequently
Communicate the change
8. Communication is the single most underrated component of implementation –organisations planning change need to make explicit decisions about how much, what, how, and with whom to communicate
Source: Team
The overarching challenge of implementation is to meet these imperatives while maintaining appropriate focus on the day-to-day
demands of running the core business of the ministries
THE EIGHT IMPERATIVES MUST BE LOCATED IN A CONTINUUM OF CHOICES Imperative Central question Continuum of choices
• Gradual pace• Earned commitment
Tailor theplan
How fast do we implement the
changes?
Big bangEvolutionary• Rapid pace• Directed allegiance
Align the team
How broad does our guiding coalition need
to be?
Senior heavy weights
Broad empowered group
• Individual or select group of highly committed leaders
• Broad leadership team involved in execution
Pace
Coalition
10
Build and sustain momentum
How can we createand sustain the energy
to change?
Push Pull• Top-down• Directive
• Bottom-up• Broadly mandated
Build change capabilities
How do we overcome our unique
challenges?
Targeted skill building
Institution-wide program learning
• Mix of problem solving techniques and tools
• Integrated improvement process (e.g., Six Sigma)
Adjust as you go
How do we handle the risks of the
planned changes?
Proceed with care
Bias for action
• Risk of failure too high
• Need not urgent
• Momentum needs to be achieved quickly
• Urgency is great
Programmeoffice
Execute with discipline
How much central control
is required?
Line-led• Integrated into
responsibilities and budgets of key people
• Dedicated resources• Uses new tracking systems
• Discrete changes planned (e.g., portfolio restructure)
• Strong existing talent
Make it personal
How differently must people behave?
Status-quoRadically different
• Behaviour-based change planned
• Learn and up skill• Alter ‘blocker’ mindsets
Communicate the change
How much transparency do
we need?
Need to know Full disclosure
• Highly sensitive information
• Few people involved in decision-making
• Actions need broad support
• Need input from multiple people
Energy
Control
Methodology
Risk
Engagement
Transparency
Source: Team
• Motivation for Change Management
• Components of Change Management
• Tools in Change Management
• Implementation of change management
11
QUESTIONNAIRES HELP TO DETERMINE WHERE ACTION IS NEEDED, THEN CUSTOMIZED TOOLS CAN BE USED
Key questions
Key questions have to be answered on• Understanding of the e-
government programme and the degree of conviction that changes are needed within the host ministries
• Potential organizational and other implementation barriers
• Critical skills needed and lacking for implementation
• Degree of support from higher levels within the government agencies for changes due to e-government
Communication tools
Communication tools can help spread the overall message based on four levers• Compelling, energizing stories
to foster conviction and understanding
• Reinforcing with formal mechanisms
• Capability building• Positive role modeling
12
QUESTIONNAIRE (1/3): QUESTIONS ON UNDERSTANDING AND OBLIGATION
Questions on understanding and obligation
• How many project and program managers in the relevant departments have understood
– Why the program activities are necessary?
– Which changes will result from the program activities?
– What effects program activities will have on their own work?
• To what extent are managers/employees convinced by the activities?
• Is communication of change/reorientation for the groups structured interactively so that potential doubts can be addressed?
• Does it make sense to get feedback for department events, or overarching communication to see whether communication of change/reorientation is successful, or needs adjustment?
• Are there any tensions between departments that could create obstacles for program activities?
Source: Team 13
QUESTIONNAIRE (2/3): QUESTIONS ON SYSTEMS AND STRUCTURES, AND CRITICAL SKILLS
Questions on systems and structures
• Which organizational interfaces between departments could hinder implementation?
• Which current systems (goals, information systems etc.) could hinder implementation?
Questions on critical skills
• Which skills are needed by employees in the departments in question to actually implement program activities?
• Are there any skills that need to be built/strengthened to secure transition to the line organization?
• Have qualification activities been defined to close existing gaps (e.g., training, coaching)?
Source: Team 14
QUESTIONNAIRE (3/3): QUESTIONS ON ROLE MODELS
Questions on role models
• Do all managers in the relevant departments support program activities?
• Do project and program managers play an active role in shaping how change will be realized?
• Have top managers in the departments defined how they can support the shift in staff behavior? (sending out the right signals, communicating successes, monitoring program activities etc.)
Source: Team 15
COMMUNICATION TOOLS SUPPORT THE DEVELOPMENT, DISSEMINATION AND ACCEPTANCE OF A COMPELLING OVERALL MESSAGE TO HOST MINISTRIES
Description of tool Key insightsLever category
16
Compelling, energizing stories: Fostering conviction and understanding
• A great story about success is a tool that helps the e-government programme develop a coherent and compelling story on the rationale for the transformation, the aspiration and how to get there
• Dialogue-based planning is more than a great story about success. It is a structured process that tailors the story to internalize and translate it to the environment of each host ministry
• Viral communication is an experience-based, word of mouth way of communicating aimed at energizing the organization by spreading a "buzz” around the transformation through the use of vanguards
• A great story about success is a well-structured message, backed up by facts rather than an inspirational slogan
• It should also focus on success ‘in the neighbourhood’ of the addres-see (e.g., similar department) to make it more palpable and credible
• The tool allows a personalized story to be conveyed to different audiences, without diluting the intensity or coherence of the e-government programme message
• It should also be specific, focusing on topics close to the addressee
• Viral communication creates energy and buzz in a change-weary organization
• Once you hit critical mass of 30% of employees you’re off: the change is irreversible
Source: Team
PERFORMANCE TARGETS ARE ALIGNED WITH CHANGE OBJECTIVES, REINFORCED THROUGH HARD-HITTING BUT CREDIBLE FEEDBACK
Description of tool Key insightsLever category
Reinforcing with formal mechanisms
• KPI definition ensures that front line key performance indicators and targets are revised to strongly reinforce new behaviour associated with the transformation program
• Performance measurement objectively measures and clearly communicates performance to quickly gage the rate of adoption of the new behaviour
• Performance reviews defines how to effectively review staff in order to actively address performance concerns and continuously excite fast trackers with career prospects
• Reward for performance comprises a comprehensive consequence management program that includes differentiated incentives based on group and individual performance
• Small number of well selected indicators maintain universal standards and can be adapted for local branch requirements
• ‘Hard' targets complemented by 'soft' targets
• Focus on quick win measurement system changes in order to immediately track change program effectiveness
• Forced ranking ratings are crucial• Any transformation requires upgrading
of the review process• Giving comprehensive feedback is a
learned skill
• A premium on value paid to employees is earned by balancing:– Individual and group rewards, – Financial and non financial rewards – Rewards and consequence
managementSource: Team17
CUTTING-EDGE TRAINING AND STAFFING TECHNIQUES INFLUENCE ATTITUDES, COMPREHENSION AND CAPABILITIES
18
Lever category
Right capabilities:Talent and skills
Description of tool
• Employee value proposition involves a compelling articulation and delivery of tangible and non-tangible incentives to retain, energize and engage frontline staff who realizes why they are doing it, what the value is for society and themselves
• Transpersonal skills workshop is a training program that stimulates mindset changes in employees, leading to increased productivity by uncovering limiting mindsets
• Action learning applies adult learning principles to ensure that new behaviour is well understood and successfully adopted
• Talent optimization is a linear programming model used to ensure optimal talent deployment accounting for skill requirements
• Organization changes require a substantial revision of internal value proposition to attract and retain the right talent; employees need to understand why it makes sense to change, what their role is and what is in it for them
• Permanently alters mindsets in stead of creating rapidly dissipating euphoria
• Worthwhile the investment even for the front line
• Action learning is not on-the-job training, but a learning experience to self set aspirationaltargets
• It enables to move under performers, while minimizing the overall number of involuntary departures
Key insights
Source: Team
THE RIGHT SET OF CHANGE LEADERS, ALLIED INTO A COHESIVE TEAM, CAN AUTHORITATIVELY INSPIRE AND DIRECT FRONTLINE STAFF
19
Lever category
Positive role modelling
Description of tool
• Role models at the top are guidelines for department managers on how to signal an inflection point and show employees what behaviour is expected of them
• Host department team performance is a series of content workshops that aligns department management purpose and direction through directly addressing decision making in a facilitated form
• Change agents is about selecting the right people to act as change leaders and providing them with the right development and support
• More than just symbolic actions, it is about committing yourself to reinforce the message of the transformation.
• Provides not so much a framework as examples and do’s and don’ts
• First create genuine alignment on content (strategy, implementation), then improve the quality of interaction and the skill set of the host department team
• Three different types of change agents are needed to support transformation: formal department leaders, informal “vanguards” and appointed change architects
Key insights
Source: Team
• Motivation for Change Management
• Components of Change Management
• Tools in Change Management
• Implementation of change management
20
WHAT YESSER PROGRAMME AND GOVERNMENT AGENCIES HAVE TO DO
21
• Enable and facilitate ministryinternal change management– Distribute change
management manual to all government agencies
– Possibly hold workshops withgovernment agency and theirleadership to kick-off changemanagement
– Possibly offer support to government agencies on implementation of changemanagement and capabilitiesbuilding
• Draw up communications plan and user adoption plan fornational e-governmentprogramme (as part of changemanagement on national level*)
Yesser Programme Government agencies
Roll out ministry internal changemanagement• Understand current areas of
strength and weakness • Understand cultural implications
of strategy• Engage all stakeholders in
dialogue around aspirations• Define what must be done and
who must change to close gaps• Link the program to existing
initiatives and the overall ministry strategy
• Establish capability building opportunities for key employees
• Make implementation design choices
• Appoint strong leadership to oversee the program
• Monitor, stock-take and adjust
Change management
Level of support for g.a. internal change
management effortto be decided
* Broader sense of change managementSource: Team
CHANGE MANAGEMENT INFORMATION SHOULD BE DISTRIBUTED BY YESSER IN A MIX OF PUSH AND PULL MEASURES
Possible middle solution(to be decided)
Hold kick-off workshop with key government agency officials to• Introduce experience from change
management in pilot services• Inform about supporting material available to interested government
agenciesPush Pull
• Yesser offers material on change management for download on website
• No active marketing for change management initiatives
• Yesser holds weekly workshops with all government agencies to monitor implementation of change management
• Yesser involved in capability building of government agencies’staff
Continuum of choicesSource: Team 22
