The release of the Auditor General’s 2018 reports highlight that “the federal government has a culture problem that makes meaningful change difficult.” Part of this is due to the fact that “politicians think from election to election, which can undermine public servants’ efforts to bring in a longer-term plan.” This drives a culture of short-term thinking that places more emphasis on trying to prove quick results rather than on trying to change the inefficient ways of working. read more
Category: Business Operations
Many departments have made employee engagement a priority focus area over the past few years. Even so, the Public Service Employee Survey (PSES) results in this area have remained relatively consistent since 2011. With so much investment going into transformation these days, how will we truly change without an increasingly engaged workforce? read more
As a partner of a strategic consulting firm working with the Government of Canada on major transformation initiatives, I take great pride in leading a Learning Organization, intent on researching, developing and actively sharing our intellectual property, methodologies and knowledge.
To continually challenge our way of thinking and connect the dots between our learning resources, methodologies and service offerings to our clients, I often read the Harvard Business Review (HBR), whose articles are as foundationally relevant today as they were 25 or even 50 years ago. Recently, I was prompted to think about the state of managing in a time of change when reading a recent HBR article that claimed 83% of Public sector re-orgs fail (Making Government Re-Orgs Work – April 2017). Given the current flux related to new strategic approaches directed by the GC Policy on Results, what can we learn to enhance our likelihood of success on government transformation initiatives? read more
In today’s modern world, change is underway within our workplaces. In the public sector, more and more employees want flexible schedules, better technology, and employers are struggling to attract and keep new talent. Moving forward, what role does government, its organizations and every individual play modernizing workplaces?
Here are some of my thoughts about the role we all play in workplace transformation.
Every generation has faced its mountain of criticism and negative stereotyping. It shouldn’t come as a surprise that the millennial generation (approx. age 16-34) is no different. This criticism seems to reach new heights when the generation clash occurs within the workplace. This is nothing new as the value of ‘experience’ usually clashes with the value of ‘new ways of doing things’. read more
I’ve done a lot of reading and have had many conversations with colleagues over the years about the key competencies that shape great leaders and managers. In our transformation projects with the Government of Canada (GC), I’ve also acquired appreciable experience interacting with leaders and managers right across the board in policy, program, business line and enabling service areas.
If you are around public-sector transformation initiatives enough, you will likely have heard a variation of some (if not all) of the following statements:
- “BIG DATA will transform our organization.”
- “We will make DATA-DRIVEN decisions.”
- “We need to collect MORE data on our services/operations/etc.”
I recently completed a Certificate in Lean for the Public Sector at the University of Ottawa (which has now changed to the Certificate in Lean Management). The certificate consists of five courses focused on problem solving using scientific approaches, establishing proper support for the project, tools to ensure successful implementation and an elective course on leading through transition.
After each completed course (spread across 10 months), I noticed some gaps between what I was learning and what I was experiencing in my daily work. Here are some of my main observations: read more