Presentation Transcript

1. AGA ASMC SPRING 2012 PROFESSIONAL DEVELOPMENT CONFERENCE Turning Hindsight Into Foresight Lee Krushinski Virginia Beach, VA March 14, 2012 This document is confidential and is intended solely for the use and information of the client to whom it is addressed.

2. Agenda

   Definitions Hindsight – Lessons Learned Foresight - Challenges Questions
3. Definitions Hindsight recognition of the realities, possibilities, or requirements of a situation, event, decision etc., after its occurrence. Foresight an act of looking forward knowledge or insight gained by looking forward; a view of the future
4. Hindsight – Lessons Learned Workforce Management Work will expand to meet the number of people you have on-board Metrics Think hard about what you measure … then think again Communication Prolonged exposure results in contamination Program Management Always know where you are before you start your journey Technology BI and Dashboards and the Cloud, Oh No! ... or … Space is the final frontier, not technology
5. Workforce Management Understand your workforce demographics Age of the Federal Workforce (2010) Average age: 47-48 42.9% - Age 50 to 70+ 30.8% - Age 40 to 49 26.3% - Age 20 to 39 Virtually all Federal employees will be in the FERS retirement system by 2014 Skill set requirements change over time but the workforce doesn’t necessarily follow pace Understand the impacts of workforce shaping Reorganizations, hiring/promotion freezes, early outs, RIFs, etc. Succession planning and knowledge capture will be critical to meet future needs of government
6. Workforce Management Productivity of the workforce Are you effectively utilizing available productive hours to produce quality goods and services? Charleston “Double and Go” experiment BRAC experience When you measure productivity at the right level you’ll be surprised at the results – The more granularity the better Continued pressure to do more with less will necessitate a greater focus on productivity Work will expand to meet the number of people you have on-board
7. Metrics Be consistent in how you derive data for measures even if it’s not perfect Look for single source of truth Avoid manual manipulation of data Use leading measures tied to outcomes because you will get what you measure Problem disbursements example Be wary of unintended consequences People are creative when they are being measured Link measures to achieve desired outcomes Understand cause and effect relationships Think hard about what you measure … then think again
8. Communication People won’t change just because you say they should or because you’re the boss Each organization has it’s own “thermocline” that distorts or hinders communications Effective communication must be both top down and bottom up All forms of communication need to be exploited, but nothing beats face-to-face Too much communication is a wonderful thing Prolonged exposure results in contamination
9. Program Management Always baseline before introducing a new program or initiative Track and document baseline changes over time Never lose sight of why the program/initiative was approved and the expected outcomes Monitor progress against approved goals, objectives and expected outcomes Beware of actions to “catch up” on schedule and cost Take time to analyze and understand 2nd and 3rd order impacts of decisions Ensure accountability chains are clear and well defined Always know where you are before you start your journey
10. Technology Technology can do things for you … or to you It’s a tool and enabler – not the Holy Grail It’s only as good as the requirements Unprecedented access to data but not necessarily information People will find creative ways to use technology – micro-applications Beware of the “Shiny New Toy” syndrome Understand and anticipate the adoption curve and impact to customers and the workforce Don’t underestimate the business process and change management implications and impacts Understand the roles and responsibilities implications You don’t always need to go where no man has gone before Space is the final frontier, not technology
11. Foresight – Challenges Workforce Management Skill set imbalances/succession planning Push for productivity & leaner organizations Metrics More emphasis/need to measure performance Communication Keeping communication “personal” and focused Program Management Governance and accountability Technology Leveraging new technology to generate significant improvements in the business of government Recognizing and dealing with the change management events driven by technology
12. Questions Contact information Lee KrushinskiBooz Allen Hamilton127 Public SquareSuite 5300Cleveland, Ohio 44114216.925.4058krushinski_leon@bah.com