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Managing Change in Process-Oriented Statistical Production

This article discusses the implementation of process-oriented statistical production and the importance of change management. It explores the business, people, and corporate dimensions of this approach, highlighting the need for focus on all three aspects for successful implementation. The article also raises questions on assessing project value, broader successes, involving external users, and opportunities for NSIs to support each other in developing these systems effectively.

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Managing Change in Process-Oriented Statistical Production

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  1. Process oriented statistical productionRichard Laux IAOS, Session 19, 15 October 2008

  2. What I’ll cover today • The three papers • Change management • Some conclusions • Some questions

  3. The Three Papers • Statistics Netherlands – an architectural framework • Statistics New Zealand and Statistics Sweden – the implementation of process oriented statistical production

  4. Elements Awareness Desire Knowledge Ability Reinforcement Framework Business dimension People dimension Corporate dimension Change Management - ADKAR

  5. (1) The Business dimension • the business need or opportunity is identified • the project is defined • a business solution is designed • new processes and systems are developed • the solution is implemented in the organisation.

  6. (2) The People Dimension • A-D-K-A-R • awareness of the need to change • the desire to participate in and support the change • knowledge of how to change and what the change looks like • the ability to implement the change on a day-to-day basis • reinforcement to keep the change in place. • Not really the focus of the papers

  7. (3) The Corporate dimension • Governance and organisation • Skills • Communications • Innovation

  8. Some conclusions • The move to process oriented statistical production is a change management programme and needs to be managed accordingly • It requires a focus on business needs, but successful implementation requires also a focus on people and corporate issues

  9. Some questions • Do you plan to formally assess whether your projects have been good value for money – will you undertake a benefits realisation exercise? • Do you see any broader successes (beyond more efficient and resilient systems) arising from your work, for example in terms of users’ perceptions, or staff morale? • What role, if any, do you see for external users in designing and implementing such programmes? • Are there ways, other than at Conferences such as this, that NSIs can help each other develop process oriented production systems more effectively?

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