Category: Change Management


GTEC 2011

Systemscope a retourné au GTEC le 18 octobre 2011 avec trois convaincantes présentations riches en renseignements.

Les présentations sont maintenant disponible! (en anglais seulement)


Atelier no 1

Dénicher des économies : un retour aux sources
Gail Eagen, DG d’Opérations TI, Agriculture et agroalimentaire Canada
Kellen Greenberg, directeur de la gestion de procédés intégrés, Systemscope
Kathy Roy, conseillère principale, Systemscope

Les ministères orientent à nouveau leurs efforts sur l’identification d’économies de coûts et de gains d’efficacité dans le cadre d’initiatives de réduction du défit au GC. Et contrairement à ce qu’on pourrait s’imaginer, il n’est pas toujours pénible de dénicher des économies de coûts.[spoiler title=”Pour en savoir plus”]

En effet, il peut s’agir d’une occasion excitante de transformer la manière dont nous faisons affaire et de mieux servir les Canadiens et les Canadiennes. Une opportunité qui toutefois nécessite une approche systématique éprouvée.

Justement, Systemscope a collaboré avec ses clients pour élaborer cette approche. Nous avons développé un cadre conceptuel qui comprend une série d’outils décisionnels pour les gestionnaires qui facilite le processus de réduction de coûts. Notre approche offre une structure qui saura orienter votre initiative vers le succès.

Cette session a présenté notre approche novatrice pour produire des réductions de coûts viables et tangibles dans le cadre d’un processus d’examen opérationnel ainsi que la gestion opérationnelle quotidienne. Gail Eagen, DG d’Opérations TI, Agriculture et agroalimentaire Canada, Kellen Greenberg, directeur de la gestion de procédés intégrés, et Kathy Roy, conseillère principale de chez Systemscope ont partagé des cas vécus  et des « outils » adoptés par des clients du domaine public et privé et des sociétés d’État.

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Atelier no 2

Une mise en œuvre descendante dans un monde en ascension
Stephen Karam, directeur de l’excellence du service gouvernemental, Systemscope
Jennifer Conline, Directrice adjoint, Division des Analyses et transformation des services, Agriculture et agroalimentaire Canada
Dan Batista, Directeur, Innovation dans les services, Industrie Canada

Vous vous rappelez des jours où au gouvernement, une période de 2 à 3 ans était nécessaire pour créer des solutions d’affaires de TI qui devenaient presque immédiatement érodées et dépassées ? L’utilisation de la traditionnelle approche en cascade voulant que toutes les exigences organisationnelles soient identifiées avant de procéder à un design fonctionnel et une solution d’architecture mène à des délais qui ne sont plus acceptables au sein de la nouvelle culture d’examen stratégique et opérationnel et de réductions budgétaires du gouvernement.[spoiler title=”Pour en savoir plus”] Les exigences d’ «  économies immédiates! » paradoxalement juxtaposées à celles de « niveaux de la clientèle qui n’en souffriront pas ! » font écho dans plusieurs bureaux des ministères et agences du GC. Ces nouvelles priorités exigent un cycle plus court qui mène aux objectifs voulus et à des résultats mesurables.

Systemscope a identifié cette évolution et a collaboré avec certains ministères dont RHDCC, Industrie Canada et  Agriculture et Agroalimentaire Canada pour développer des  solutions d’affaires transformationnelles en ligne dont un environnement de subventions et contributions (S et C), PerLE 2.0 et AgPal à l’aide d’une approche de conception descendante. Cette méthodologie est à l’image de l’approche de développement agile qui permet d’effectuer simplement des itérations de design, d’expérience utilisateur et de modélisation du contenu par les utilisateurs et administrateurs éventuels du système, avant d’effectuer tout travail de design et d’architecture fonctionnels. En bâtissant un prototype à l’aide de vraies données et de processus, les ministères peuvent donc le mettre à l’essai et déterminer leurs exigences avant de prendre une décision finale, ce qui assure que toute exigence est en fait un résultat testé par les usagers et qui contribuera au succès et à la demande de la solution. De plus, il est beaucoup plus facile de fidéliser les gestionnaires cadres à votre initiative de transformation si vous pouvez leur montrer votre produit en action.

Stephen Karam (Systemscope directeur de l’excellence du service gouvernemental), Jennifer Conlin, Directrice adjoint, Division des Analyses et transformation des services, Agriculture et agroalimentaire Canada et Dan Batista, Directeur, Innovation dans les services, Industrie Canada ont facilité une discussion animée des avantages indéniables de cette approche, des défis qui demeurent et un examen des systèmes d’information qu’on développe présentement à l’aide de cette approche.

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Atelier no 3

Des architectures d’information gouvernementale à la eBay
Linda Daniels-Lewis, conseillère en chef, Systemscope

Les nouvelles architectures de l’information sont moins axées sur la « classification » de l’information et s’orientent plutôt sur leur « utilisation » et les actions à effectuer. Nous collaborons avec nos clients afin de développer des architectures de l’information qui optimisent le travail d’équipe, l’utilisation et le partage des renseignements et la rétention et le déclassement de documents afin de mieux s’intégrer à leurs processus d’affaires et fournir des expériences de recherche et de navigation plus semblables à celles que l’on retrouve sur les sites Internet populaires. [spoiler title=”Pour en savoir plus”]

Pour ce faire, les utilisateurs n’ont plus la responsabilité de déclarer les fichiers et nous avons supprimé les contraintes qu’imposent les répertoires qui exigeaient que les gens sachent comment naviguer des hiérarchies complexes et s’accorder sur la méthode de classification de leurs documents comme, par exemple : par sujet, par date ou dans divers répertoires de sous-activités. En utilisant les propriétés d’un document comme filtres du contenu, l’expérience d’utilisation des magasins de connaissances de l’entreprise se compare maintenant à l’utilisation de sites de cybercommerce et de portails d’information dotés de techniques de navigation dynamiques et dirigées.

Cette session a présenté les résultats de la mise en œuvre de nos concepts d’architecture d’information à l’aide de SharePoint 2010 afin de produire des architectures d’information agiles et polyvalentes au service des activités de l’entreprise. Linda Daniels-Lewis, Systemscope conseillère en chef, a expliqué la manière dont nous avons utilisé les caractéristiques SharePoint suivantes pour améliorer la collaboration, séparer l’information transitoire de l’information de valeur à l’entreprise, identifier et déclarer automatiquement les fichiers clés et séparer les fichiers actifs et inactifs à des fins de rétention ou de disposition :

– modèles de sites
– librairies
– types de contenu
– gestion de métadonnées
– flux des travaux
– utilisation minimale de répertoires

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Cost Savings: Mission Impossible or Golden Opportunity

The recent announcement that the government will be requiring major programs to deliver between 5-10% cost savings from their operating expenses has created quite a stir.  In fact, media reports are full of individuals and groups expressing their outrage at the expectations outlined in the Strategic and Operating Review (SOR).

I cannot say that I agree with the outrage.  I have seen far greater cost savings delivered and the result was not the dire situation that some would like us to believe. I believe that cost savings, efficiency gains, and productivity improvements are all possible in any organization based on the belief that all performance can be improved if one desires to do so.

And therein lies the critical choice. Leaders may either choose to view the SOR as a mission impossible or a golden opportunity.  The choice that they make will inevitably determine their level of success.

In May 2008 the Hay Group stated that: “Leaders that create the right environment in their teams enable their employees to give up to 30 per cent more effort. The reason is simple: employees who are engaged by the right kind of leadership, who have clear goals and feel recognized for their effort give more ‘discretionary’ effort (beyond that which their job demands) – and this effort flows through to the bottom line.”

And again three years later the Hay Group states that: “A positive climate can improve an organization’s bottom line by up to 30 per cent, and reduce absence rates and staff turnover. And up to 70 per cent of a team’s climate is determined by its leader.” 

And leaders achieve their position within an organization through their attitudes and daily actions. They are positive role models who inspire their team to do their best work. They show commitment and make themselves available to their team. They are present throughout the good times, but are even more present in the difficult times.

And they understand that improving efficiencies implies that base level efficiencies are known and measured. So they put in place systems to integrate and review work performances on a transparent and consistent basis, not just when required to do so by the SOR.

Remember, according to the Hay Group: Employees who have clear goals and feel recognized for their effort give more ‘discretionary’ effort … so the answer lies in some basic management principles. In short, organizations need to improve their integrated operational planning and performance results reviewing, and better align their vertical and horizontal communications.  It’s a matter of better understanding the work that their people are doing, and driving out the non-value associated with it. More value-added work will get done and all Canadians will be the beneficiaries of streamlined service delivery.

But we’re getting ahead of ourselves. The first step is for Senior Representatives to commit to leading the transformation process.  I hope that they recognize this challenge as a golden opportunity to improve upon some basics. And by doing so, they can set a more positive tone in the workplace. And this will not only deliver the required levels of cost savings, but also improve staff morale, which, after all, is a far greater threat to achieving and sustaining any results.

Get your organization playing off the same song sheet

Everyone seems to agree on one thing. We could all use some improved communications in the workplace. Yet everyone seems to be communicating all the time. So what is the problem?

Well, maybe that is exactly the problem. Think orchestra, only first consider their warm-up.  Each performer is doing their own thing to ensure their performance will be perfect in every way. But it sounds entirely different when the conductor raises their baton, and each performer plays off the same song sheet.

Maybe that is the missing link. Maybe organizations don’t have a common song sheet for their entire organization.  The song sheet we have been using with clients to bring their orchestra together is a Communications Framework.

Here’s how it works. A Communications Framework provides a structured approach so that everyone can share the right information at the right time. And because it is structured (and documented), people can develop the right communication habits enabling them to consistently meet their organization’s communication needs.

Just think of the letter V – it starts at the top, dips down to the bottom, and then comes back up.  A Communications Framework works through the chain of command in the same V shape.  Strategic planning requirements are defined at the Executive level and they are then translated down through the chain of command.  And in return, operational performance results based on those plans are reported back up again.  Everyone along the way is providing the right people the right information at the right time.

The problem with communication is not that we aren’t doing it enough, it’s more related to the fact that we are not communicating in a concerted manner.  Real improvements are achieved when everyone in an organization is playing off the same song sheet. Only then can they be truly aligned in their communication efforts.

Dashboards with a Difference

by Kathy Roy

I could write about Dashboards from many different perspectives: I could talk about the importance of credible data and its merits for decision-makers or I could talk about their highly visual and easy to understand look with funky gauges and brightly coloured circles. But if I did that, I wouldn’t be talking about what will really help your organization measure for success.

You see, many Dashboards fall short of expectations, and the reason for this is simple: Not all information is created equally.

Too many Dashboard development processes spend more time on the look and feel of the Dashboard than they do on ensuring they are collecting the right performance measures. In the age of data overload, it’s not the colour of your gauge that will let you hone in on the right performance measures. So how do we differentiate which are the right performance measures?

There are three key characteristics that you can benchmark against when deciding which measures to use:

  1. They must be aligned with the organization’s current direction and pressing priorities. Senior management must identify the performance measures they need to be successful then support their organization to go out and measure them.
  2. They must be understood and controllable at some level in the organization. If an organization has a poor performance in one area, senior management should be able to ask the tough questions, receive answers, assign fixes, and see the performance improve on future reports.
  3. They must set an expectation for people to strive to achieve. Senior management must align their performance measures with their planning processes in order to set targets for attainment in their work performance.

Dashboards that include the right performance measures find themselves in the privileged position of being able to achieve improved performance results. The shape and form that the dashboard takes is about usability; the data and measures underpinning the dashboard are about performance improvement. And isn’t that what all organizations are seeking when they implement a Dashboard?

Kathy Roy and Ryan Gideon join Systemscope

Systemscope welcomed two new members to its team of consultants:

Kathy Roy has implemented business transformation and change management projects in complex organizations for over a decade. She has worked with major companies, both public and private, and with numerous business sectors in both Canada and the United States.

As a Management Consultant, Kathy has partnered with her clients as they sought innovative ways to reduce costs and improve service delivery. She has worked with clients at all levels and can offer both strategic and operational perspectives on business solutions. She has created and analysed detailed process maps, integrated process metrics into work activities, and utilized this information to develop powerful management decision-making tools, such as scorecards and dashboards. She has a unique perspective on how to truly effect change, as she has gained extensive feedback on all of her change implementations as an auditor. This unique insight has delivered lessons learned that she applies with all of her clients to deliver truly sustainable solutions.

As an Executive Coach, Kathy enjoys the flexibility and precision that may be applied to the highly specific business objectives of her clients. She has assessed client needs and crafted engagements to best suit them. She has the hands-on experience required to provide guidance that considers both strategic and operational requirements. Years of managing business transformation projects have afforded her the ability to see opportunities where others see obstacles, and this quality is effectively applied through her coaching.

Kathy is driven and dedicated to solving the problem at hand; she has never met a challenge too big.

Kathy can be found on LinkedIn, and reached via email at roy@systemscope.com.

Ryan Gideon is a consultant in Systemscope’s Enterprise Information Management practice. With a Master of Library and Information Science degree from the University of Western Ontario combined with his employment history, he offers a broad range of experience and knowledge. He has worked with a number of federal government clients on various projects including electronic records disposition, preparation for implementation or upgrade of electronic documents and records management systems, and IM training and awareness.

What do wines and apples have to do with Service Innovation?

I tweeted the title of this Blog recently and left the answer hanging as it does here.  Due to the raucous response of my fans begging me for it, I have decided to satiate their inquisitive appetite and finally post this Blog entry.  Ok, so if you replace “the raucous response of my fans begging me for it” with “a few of my friends asking if I’m actually going to post the Blog” you’re probably more accurate, but let’s not digress too far.

If you have read any of my posts, you will have recognized an underlying reductionist theme.  I often find myself trying to simplify things.  My posts about Service Innovation and Transformation carry these reductionist tones as well.  My most recent post, “The Fallacy of the Innovator’s Ambition – A Call for Tinkerers“, was very specifically a discussion of how innovators need to simplify their ambitions to protect being overwhelmed by them.

What does this have to do with wines and apples, you ask?

Well, I recently read a brief article in the New York Times about a restaurant in Atlanta called Bone’s that had integrated Apple’s iPad into the dining experience.   They had simplified their view of innovation and added a simple element to their service experience.  When patrons are greeted at the entrance for a table, they are handed a menu and an iPad.  The restaurant purchased 30 iPad’s and built an application that housed their wine inventory along with descriptions of the wine and expert ratings to help diners understand and select bottles.

(Pause: for those who haven’t made the connection, “Apple’s iPad” and “Wine Application” and “Bone’s Restaurant in Atlanta” is the answer)

Device inspired moment of truth

Customers to date (it’s been about two months since they have been offering the iPad experience) seem to be pleased by the twist to their dining experience, and if an 11 percent increase in wine purchases per diner is any indication, so is restaurant management.

What was interesting to me about this story was the simplicity of the addition of the iPad to the restaurant experience, the appropriate “fit” for the device at a table, and the utility of the application for a restaurant context.  Setting aside those individuals who know a lot about wine and wine pairings, wine lists at a restaurant for many represent an opportunity to use random selection as an efficient decision making tool (hold menu up – close eyes – point index finger somewhere on page – press against page – choose wine).   While the iPad and the wine application don’t turn patrons into wine connoisseurs overnight, it does empower them with knowledge so that a confidence is instilled in the choice that is made.  This confidence translates into positive emotions, and thus, a better dining experience.

The restaurant hasn’t disrupted the restaurant industry business model or invented a new food.  They have not redefined the dining experience or significantly altered the value proposition.  In fact, their location, staff, and menu likely hasn’t changed at all.   So, have they shown us a great example of Service Innovation?  Absolutely.

Everything’s Different, But Has Anything Changed?: Realizing Efficiencies Through Organizational Transformation

Picture the perfect storm:  Administrative Review, Strategic Review, fiscal restraint and a sweeping organizational transformation.  Throw in the pressure to do more with less and voilà: the latest story of Service Canada, an organization on the cusp of a significant evolution to support the next generation of government service delivery.  However, with pressures as much bottom-up as they are top-down, Service Canada needs to be innovative in how they manage change that impacts all ranks of staff – locally and regionally, in the interest of more effective and efficient service delivery to Canadians.

Victor Abele, DG of Citizen Service Strategy, Denis Barbeau, Systemscope Partner and Practice Lead – Strategic Business Consulting and Stephen Karam, Systemscope Partner and Practice Lead – Government Service Excellence, went through the methods and tools used to engage executives and managers alike, defining a path toward measurable results through an effective organization firing on all cylinders.

Download the presentation: Everything’s Different, But Has Anything Changed?: Realizing Efficiencies Through Organizational Transformation

You Can’t Handle The Truth: Management of Performance

The truth is out there. So why is it so hard to find?  Performance measurement and management is often paid lip service in government, but rarely is it done well.  Is it because we are afraid of what we’ll find?  Will the truth affect our budget, our bonus, our credibility?  Is it safer to mask the truth under a thin veil of rhetoric in saying that objectives have been met, supported by simple indicators and a lot of spin?

As accountability instruments (e.g. Fed AA, MAF, PAA, PMA) continue to grab hold, there’s nowhere to hide.  Want to get credit for something – prove it!  Need to avoid a crisis – manage it!  Want to improve – learn and do it better!  Performance management is more than just tracking and reporting.  It’s critical in the upcoming climate of fiscal restraint, as well as strategic review and administrative review.

Gina Smith, A/Executive Director of the IT Project Review and Oversight Division, Treasury Board Secretariat, and Stephen Karam, Systemscope Partner and Practice Lead – Government Service Excellence highlighted how performance management within the GC are fundamentally evolving as a result of several influences – from Administrative Review to recent OAG reports through to the need for more effective executive decision support.

Download the presentation: You Can’t Handle the Truth: Management of Performance

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