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Implementing e-government: managerial and organisational challenges

Implementing e-government: managerial and organisational challenges. Professor Ian McLoughlin. Electronic Social Care Records. Childrens Services. Newcastle CC: Information Services. NERSC: Smart Cards. AMASE (Advanced Multi-Agency Service Environment) Engineering and Physical Sciences

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Implementing e-government: managerial and organisational challenges

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  1. Implementing e-government: managerial and organisational challenges Professor Ian McLoughlin

  2. Electronic Social Care Records Childrens Services Newcastle CC: Information Services NERSC: Smart Cards AMASE (Advanced Multi-Agency Service Environment) Engineering and Physical Sciences Research Council European Commission AESOP (web portals for Euro Chambers of Commerce) • ODPM • Implementing local e-government • FAME

  3. “Implementing e-government is about managing change” (E-Champion, Metropolitan Borough)

  4. The six phases of change….. • ENTHUSIASM • DISILLUSIONMENT • PANIC • SEARCH FOR THE GUILTY • PUNISHMENT OF THE INNOCENT • PRAISE AND REWARDS FOR THE NON-PARTICIPANTS

  5. The complexity of change • Change is not a ‘one off event’ with clear objectives, timescales and identifiable outcomes • Change is a process where objectives are frequently unclear, timescales are uncertain, outcomes are difficult to predict • ‘Change’ is normally changes and takes place in a context which itself is increasingly uncertain and subject to…change • Change involves organisations and those who manage it to risk and vulnerabilities…things can and do ‘go wrong’

  6. Modernisation and e-government in UK local government authorities • Political driver: modernisation of public service delivery to improve efficiency, cost effectiveness, quality, access and role in economic regeneration. • Rapid change target: ‘100%’ services ‘on-line’ by 2005 (accelerated from 2008). Set by P.M. in 2000. • Potentially ‘disruptive technology’ for local government (e.g. creation of ‘e-citizen’ rethinking of role of local government organisation as a broker of branded information services) • UK has strong national strategy but very varied contexts of adoption (rural, county, urban authorities) • Inter-organisational and professional challenges of information sharing, joining up services and links to private sector (e.g. e-procurement). • Most local authorities little experience of managing major transformational change

  7. Standard change as ‘event’ model Vision Plan Implement Monitor Change outcome

  8. Change as a process Vision Strategizing Learning Plan Monitor Resource Mobilization Evaluating Implement

  9. Objective IT Jane Fountain Building the Virtual State 2001 • Outcomes • indeterminate • Multiple • Unanticipated • Influenced by rational, • social and • political logics • Enacted • Technology • perception • design • implementation • use Organisational Forms Institutional Arrangements

  10. E-Government as socio-technical change Partic- ipation Working Practices Business Processes Technology

  11. Local E-government: process evaluation • Study conducted in 2002/2003 • Focus on implementation of e-government in English local authorities • Postal survey of representative sample of 267 local authorities • 180 case study interviews with officers, members and partners in 10 local authorities • http://www.local.odpm.gov.uk/research/egovrprt.pdf

  12. Research Objectives • Explore the extent of variation in practice of local authorities in achieving e-government to find out what works and in what context • Understand which processes lead to what outcomes and impacts • Develop outcome and impact indicators

  13. Process of socio-technical change in implementing e-government PROCESS EVENT

  14. Key Issues in implementing e-government • Principal skill gaps • Change management skills • Project management skills • Factors linked to effective implementation • Strategizing (formalisation of strategy) • Resourcing (‘e-champions’) • Evaluating (corporate organised project level evaluation) • Learning (drawing on outside expertise and training)

  15. Not enough urgency failure to build leadership coalition unclear vision poor communication of vision failure to remove obstacles no planning for short term wins premature declaration of victory not anchoring change in culture The need for ‘power-assisted steering’ “Leading change in is about managing politics and culture effectively…fail to do this and change will fail too.” 8 reasons why transformational change fails Source: John Kotter; Harvard Business Review , 1997 Source: Buchanan and Badham, Organisational Change, Power and Politics 1999)

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