FORCES DRIVING CHANGE

2. FORCES DRIVING CHANGE

3. FORCES DRIVING CHANGE • Technological change/e-commerce • Legislative change • Workforce changes and the demise of “jobs for life” • Reduced government funding/grants • Pressure to drive down costs and improve efficiency • Unrelenting reform pressure from State governments • Skills shortages • The ageing population /workforce

4. PROGRESSIVE ORGANISATIONS’ RESPONSES • Customer focus/service centres/customer charters/surveys and feedback • New approaches to leadership vE-commerce solutions (payments, purchasing, applications/lodgements, surveys etc.) vAlternative sources of revenue/funding (grants, sponsorships, commercial activities etc.)

5. PROGRESSIVE ORGANISATIONS’ RESPONSES (Cont.) vMore flexible workforces; seasonality, project management, reflecting worker needs • Community consultation and planning • Development of a performance culture: - measurement/KPIs - risk assessment and management - benchmarking - sharing performance results with employees and customers.

6. PROGRESSIVE ORGANISATIONS’ RESPONSES (cont.) • Identifying new key result areas, such as: - customer focus - financial agility - community strengthening - innovation & excellence - motivated employees - flexibility / adaptability to change • Innovative service delivery approaches (e.g. shared services, insourcing)

7. PROGRESSIVE ORGANISATIONS’ RESPONSES (cont.) • Need for good public policy skills AND effective business management practices • Partnering with State/Federal government/“joined-up government” • Rigorous and professional corporate planning processes, linked to budgets and performance management systems • Receptive, not resistant, to change

8. THE CHANGING CULTURE OF LOCAL GOVERNMENT LOCAL GOVT. EMPLOYEE 1980 vEnforcer of policy v  Rules and regulations v  Protect the Council v Risk averse v  Bureaucrat v  Subordinate v  Delegated Authority v  Impersonal v Reactive v  Specialist v  Avoid change v Do things right LOCAL GOVT. EMPLOYEE2013 • Problem Solver • Guidelines • Respect the Customer • Risk Manager vTeam Member vStakeholder vEmpowered vCustomer Oriented • Proactive vGeneralist; multi skilled vEmbrace change vDo the right things

9. THE DEMISE OF THE “JOB”

10. HOW ORGANISATIONS ARE RESPONDING • Being organised differently • Employing and paying people differently • Being managed and led differently • Developing new workforce policies • Training and developing workers in new ways and new skills

11. REWARDS ARE CHANGING

12. THE RISE OF THE “GOLD COLLAR” WORKER

13. NEW FORMS OF WORK

14. MANAGEMENT/LEADERSHIP IS CHANGING

15. KOTTER’S MODEL OF LEADING CHANGE¹ The Eight Stage Process of Creating Major Change • ESTABLISING A SENSE OF URGENCY • Examining the market and competitive realities • Identifying and discussing crises, potential crises, or major opportunities • 2. CREATING THE GUIDING COALITION • Putting together a group with enough power to lead the change • Getting the group to work together like a team ¹ John Kotter, Leading Change, Harvard 1996

16. KOTTER’S MODEL OF LEADING CHANGE Leading the Change Process cont. • 3. DEVELOPING A VISION AND STRATEGY • Creating a vision to help direct the change effort • Developing strategies for achieving that vision • 4. COMMUNICATING THE CHANGE VISION • Using every vehicle possible to constantly communicate new vision and strategies • Having the guiding coalition role model the behaviour expected of employees

17. KOTTER’S MODEL OF LEADING CHANGE Leading the Change Process cont. • 5. EMPOWERING BROAD-BASED ACTION • Getting rid of obstacles • Changing systems or structures that undermine the change vision • Encouraging risk taking and non-traditional ideas, activities and actions • 6. GENERATING SHORT-TERM WINS • Planning for visible improvement in performance, or “wins” • Creating those wins • Visibly recognising and rewarding people who make the wins possible

18. KOTTER’S MODEL OF LEADING CHANGE Leading the Change Process cont. • 7. CONSOLIDATING GAINS AND PRODUCING MORE CHANGE • Using increased credibility to change systems, structures and policies that don’t fit together / don’t fit the transformation vision • Hiring, promoting and developing people who can implement change • Reinvigorating the process - new projects, themes and change agents • 8. ANCHORING NEW APPROACHES IN THE CULTURE • Creating better performance through customer- better productivity-oriented behaviour, more / better leadership, more effective mgmt • Articulating connections between new behaviours, organisational success • Developing means to ensure leadership development and succession

19. THERE ARE NO “SILVER BULLETS”

20. ATTRIBUTES OF MANAGERS AND LEADERS

21. THE 4 ROLES OF LEADERSHIP¹ ¹ Stephen Covey, The Eighth Habit, The Free Press, 2005

22. NEW MODELS OF LEADERSHIP RESULTS-BASED LEADERSHIP - Key elements SET DIRECTION (vision, customers, Future) DEMONSTRATE PERSONAL CHARACTER (habits, integrity, trust, analytical thinking) MOBILISE INDIVIDUAL COMMITMENT (engage others, share power) ENGINEER ORGANISATIONAL CHANGE (build teams, manage change)

23. HUMANITY AMONGST CHANGE¹ ¹ Ted Scott and Phil Harker, The Myth of Nine to Five, VIVA 2006

24. LATEST THINKING ON LEADERSHIP…… ¹ ¹ James Sarros (ed): Contemporary Perspectives on Leadership, Tide University Press, 2011

25. . LEADERSHIP POST AMALGAMATION AND THE GFC ¹ ¹ Rosabeth Moss Kanter, Supercorp, Crown Business, 2009

26. MOSS KANTER (Cont.)

27. MOSS KANTER (cont.)

28. MOSS KANTER (cont.)

29. MOSS KANTER (cont.)