BFBM(3-2016) Reinventing government
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၂၀၁၆ ခုႏွစ္၊ွွ ေမ (၇) ရက္ေန႔ (စေနေန႔) မွာ က်င္းပျပဳလပ္ခဲ့တဲ့ Better Future Better Myanmar - 2016 (Myanmar Miracle) စီးပြားေရးဆိုင္ရာ အခမဲ့ေဟာေျပာပြဲမ်ားရဲ႕ တတိယေျမာက္ေဟာေျပာပြဲမွာ ပါေမာကၡ ေဒါက္တာေအာင္ထြန္းသက္ Reinventing Government ေခါင္းစဥ္နဲ႔ ေဟာေျပာခဲ့တဲ့ PowerPoint Slide ျဖစ္ပါတယ္။
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BFBM(3-2016) Reinventing government
- 4. INTRODUCTION
- 6. REINVENTING GOVERNMENT • From bureaucratic organizations and behaviour • To entrepreneurial organizations and behaviour
- 7. REINVENTING GOVERNMENT • Public organizations and systems innovate • Continually improve quality • “Self-renewing” system • Public employees accountable for results • Customer choice • Competition with private sector
- 10. ENTREPRENEURS • Risk-takers • New ideas • Make dreams reality • Passion
- 11. INTRAPRENEURS • Work inside organizations • Make effective use of entrepreneurial talent • Responding to challenges facing government organizations • Professionally and personally fulfilling
- 12. REINVENTING GOVERNMENT • ‘Intrapreneur’ • Psychological ownership • Transformation from ‘employee’ to ‘owner’
- 13. INTRAPRENEUR • Transform novel ideas into profitable realities • State of mind • Formulate vision • Vision - idea deeply and personally meaningful • Action-oriented
- 16. TRADITIONAL BUREAUCRACIES • Protect position • Resist change • Build authority • Enlarge sphere of control • Protect status quo
- 17. ‘ENTREPRENEURIAL’ GOVERNMENT • Efficient and effective ways of managing • Abandon old and irrelevant programs and methods • Timely and necessary action
- 18. ‘ENTREPRENEURIAL’ GOVERNMENT • Creative • Innovative • Business-oriented
- 19. ‘ENTREPRENEURIAL’ GOVERNMENT • New ventures • Revenue-generating operations • Customer-driven • Adopt transparent performance metrics • Rewards merit
- 20. ‘ENTREPRENEURIAL’ GOVERNMENT • Welcome change and challenges • Will to win • Continual betterment of resource utilization • Competition between service providers
- 21. ‘ENTREPRENEURIAL’ GOVERNMENT • Empower citizens • Measure outcomes not inputs • Clear mission and goals • Rules and regulations of little importance
- 22. ‘ENTREPRENEURIAL’ GOVERNMENT • Citizens treated as customers • Quality service • Anticipating problems and preventing them • Not offering redress after problem arises
- 23. ‘ENTREPRENEURIAL’ GOVERNMENT • Authority decentralized • Everybody participate • Highly market-oriented • Shun bureaucracy
- 24. REINVENTING STRATEGIES 5 C
- 26. 1. CORE STRATEGY
- 27. 1. CORE STRATEGY • Clarity of purpose • Clear about fundamental purpose • Employees focus • Not blindly follow orders
- 28. 1. CORE STRATEGY • Leaders to define organization’s core purpose(s) • Align activities • Eliminate activities that do not contribute to purposes • Each unit given freedom to pursue part of core mission
- 30. 2. CONSEQUENCE STRATEGY • Improving performance through incentives, risks and rewards • Set performance goals • Performance measurement system measure managers and employees against goals • Reward improvement and excellence • Create consequences for failure
- 31. 2. CONSEQUENCE STRATEGY • More flexibility • Greater accountability • Do not tolerate slipping of performance
- 33. 3. CUSTOMER STRATEGY • Accountable to customers • Deliver customer satisfaction
- 34. 3. CUSTOMER STRATEGY • Aware of: 1. What customers value 2. How they perceive quality • Compete for customers and revenues
- 35. 3. CUSTOMER STRATEGY • Formulating service standards • Elected officials include customer satisfaction in goals set • Support of elected officials vital
- 37. 4. CONTROL STRATEGY • Decentralization of power and authority • Empower employees and managers and community to respond quickly, flexibly and creatively • Employees free to act • Transfer of accountability
- 38. CONTROL STRATEGY • Managers develop new means of guiding behaviour of employees • Not command and control and rules and inspections
- 39. 4. CONTROL STRATEGY • Rule of law • Independent judiciary • Hiring based on merit • Audits • Transparency
- 40. 4. CONTROL STRATEGY • Old systems of control eliminated gradually • Replaced by new systems - enforce consequences, auditing systems and penalize corruption
- 41. CONTROL STRATEGY • Goals based on outcomes • Monitor results • Rewards and sanctions hold employees accountable • Managers and employees committed to produce results • Decide how to produce results
- 43. 5. CULTURE STRATEGY • Avoid risks and responsibility • Blame others • Follow antiquated procedures • Not keen on achieving high quality results • Resist change
- 44. 5. CULTURE STRATEGY • Mould culture • No quick way or shortcut • Develop entrepreneurial culture • Employees take responsibility of improving effectiveness and efficiency • Changing traditional way of doing things • Working collectively to solve problems
- 47. REINVENTING GOVERNMENT • Leader-led • Produce desired results • People take on leadership roles at various levels
- 48. LEADERSHIP • Priority • Decide on what needs to be done • Make things happen
- 49. LEADERS • Lead, direct and motivate others • Channel negative energy to overcoming resistances
- 50. LEADERS • Get employees to take responsibility • Give confidence and hope • Define goals and makes them attainable • Foster teamwork • Motivates • Everyone contribute their best
- 51. LEADERS • Clear vision of purpose • Communicate • Live vision • Create environment where people realize and understand why they are there
- 52. LEADERS • Vision kept alive • Build and sustain trust • Take risk and try • Learn from experience • Create and nurture leadership throughout hierarchy
- 53. BUREAUCRACY • “Leadership-killing” • Put people into confined jobs • Micro-manage
- 54. FIVE STEPS LEADER TAKE • Step One: Develop “agenda for change” • Planned, structured approach • Translate vision and mission into reality • State what needs to be changed and how • Goals defined in clear and achievable manner
- 55. FIVE STEPS LEADER TAKE • Step Two: Create team • Passionate about change • Take leadership roles at different levels of hierarchy
- 56. FIVE STEPS LEADER TAKE • Step Three: Articulate architecture for change process • Formulate initiatives to realize vision
- 57. FIVE STEPS LEADER TAKE • Step Four: Align employees to vision and objectives • Design how change carried out • Communicate vision to employees • Take concrete steps and action
- 58. FIVE STEPS LEADER TAKE • Step Five: Earn support and commitment of elected officials and key figures • People accept and embrace change initiative • Leader convince people on need for change
- 59. SPIRITUAL DIMENSION OF LEADERSHIP • Inspirational • Anchored on larger purpose of life • Every person born with purpose • Doer-ship (‘I am the doer’)
- 61. THANK YOU!