Category: Business Operations
Takeaways from DPI conference talk with Michele Romanow, entitled Getting to Success: Embracing Change, Encouraging Disruption, and Incentivizing Innovation.
I recently had the pleasure of attending DPI’s annual 3-day Professional Development Week conference here in Ottawa. This training event welcomes approximately 1,000 professionals from the private and public sector who are passionate about self-development. The conference was kicked off with a keynote address on innovation, presented by Michele Romanow, successful tech entrepreneur, where she discussed her viewpoints on embracing change and fostering innovation.
I’d like to share my three key takeaways from her presentation on how to achieve success when everything tries to stand in your way.
Six years ago, no one was talking about performance measurement, and that presented some distinct challenges. Now, everyone is talking about performance measurement, and that is presenting some entirely new challenges.
We’ve seen a clear trend on many of our service design projects. Everybody is talking about the importance of adopting a client-centric approach. It makes sense, after all, to position the client at the centre of our service design efforts. But doesn’t it also make sense to include Business Process Management (BPM) in our early planning activities? read more
Treasury Board Canada’s Policy on Results (published July 2016) is intended to shift how departments report on, and communicate, progress and their value to Canadians, the country, and the world at large. The structure of the new Policy on Results (including the new Departmental Results Framework and Program Information Profiles) provides an opportunity to link spending to real (read: tangible) results in a way that the previous structure didn’t accomplish.
Here are a few things we hope (and believe) we’ll see for the organization and online presence of the Government of Canada in 2017. read more
Thinking back to my time in the private sector, we were implementing ‘continuous improvement’ projects that delivered measurable results. We only really delivered measurable results when managers took real measurable action. read more
When we examine public sector organizations, we are often reviewing the product of an evolution in structure. This product has been incrementally added-to or reduced depending on changes in priorities. For the most part, it is difficult to incorporate long-term strategic design principles as part of these changes. This places an importance on periodic reviews, which can ensure alignment to visions and objectives, and drive continuous improvement through better working relationships and structures. read more
The topic of performance measurement is on everyone’s mind these days. Government departments are being asked to adopt data-driven decision making, and in response I bear witness to organizations striving to respond to this call for action. I also see those same organizations struggling to understand how to respond.
What does data-driven decision making mean? read more