Dr . Khalid Al- Yahya Managing Director, Accenture Management Consulting – Middle East

1. UNITED NATIONS PUBLIC SERVICE FORUM WORKSHOP 7 Session: Past Lessons and Future Shifts in Public Service Delivery LEADERSHIP FORTHE TRANSFORMATIONAL GOVERNMENT Dr. Khalid Al-Yahya Managing Director, Accenture Management Consulting – Middle East Khalid.al.yahya@accenture.com 25 -26 June 2013

2. Hundreds of government reformspursued the region in the last 10 years; some succeed! Why? Clear vision and commitment from the top leadership (Dubai Government Excellence Program, SADAD in Saudi Arabia, One-Stop Shop in Cairo) Engage all stakeholders early on in defining the problem and thinking about solutions Internal and external communication Implementation capabilities (financial, human, and technical resources) for all internal and external stakeholders Engage and empower talent from within supplemented by resident experts Enforcement and oversight agencies Focus on small scope then scale up - organic evolutionary reform or rational technocratic Source: Beschel, Yousef, Al-Yahya, Public Sector Reform in the MENA. WB. 2013

3. Hundreds of government reformspursued the region in the last 10 years; some succeed! Why? Avoid conflict with the prevailing political culture head on with agendas that are too broad or threatening Strategy to deal with opposition Employ evidence and facts and benchmarking Tactical flexibility in getting there—reforms that were bold in concept but cautious and careful implementation Generate credibility early in the process (be transparent, accessible, quick wins) Leadership behavior • Serve as a model for professional behavior (e.g., be the first and last in office) • put an end to nepotism and granting special favors to employees • While retaining their long-term strategic vision, successful leaders were also willing to “get their hands” dirty in the details when necessary • Create strong leadership teams backed by talent and intellectual capital • De-link reforms from personalities in broader reform Source: Bachel, Yousef, Al-Yahya, Public Sector Reform in the MENA. WB. 2013

4. Two Paradigms of Government Transformation Source: Beschel, Yousef, Al-Yahya, Public Sector Reform in the MENA. WB. 2013

5. Potential Checklist • Does strong political will exist for implementing changes at the highest levels of government? • Is the political and administrative environment stable? • Do the proposed reforms need to be implemented in their entirety for them to be effective? • Does the managerial capacity exist to pursue a large integrated agenda, and do well-functioning coordination mechanisms exist? • Have detailed strategic and operational plans been developed for implementation? • Have major problems been properly identified and prioritized? • Does a clear understanding exist of relationship between the proposed institutional fixes and the broader concerns they are intended to solve? • Does senior leadership have a sophisticated grasp of the political and administrative dynamics, threats and opportunities confronting their agency on a real-time basis, and the skill and gravitas to take reforms forward? • Can the organization move quickly to take advantage of opportunities that present themselves? Source: Beschel, Yousef, Al-Yahya, Public Sector Reform in the MENA. WB. 2013

6. Navigating Future Shifts – Global Outlook • The fundamental gaps between what governments want to achieve and what they can achieve with public service will galvanize government leaders to decisive actions. • To test the thinking, Accenture undertook a far-reaching research program, surveying 5000 citizens worldwide and tapping into the knowledge of respected experts in 10 countries, to try and quantify the impact if governments continue public service provision as is. • The results of the modeling show that all governments will face a short-fall in funding in 2025 to meet the socio-demographic driven demand projections if they do not change how public services are delivered.

7. Citizens’ Priorities for Government • The citizen survey of 5,000 citizens across ten countries displays citizens 'satisfaction levels, key areas for government attention, quality of access to government services and perceptions of public employee skill levels • Source: Ipsos MORI, 2012.

8. Four structural shifts can help governments deliver more effective, sustainable public service outcomes • From Reactive to Insight Driven: using new technologies and new models of collaboration to problem-solve proactively, reducing wasted effort and costs and improving the results achieved. Insight Driven Mission Productivity Public Entrepreneurship PSF EALA • From Budget Cuts to Mission Productivity: broad and integrated thinking to better prioritize and manage initiatives, to restructure programs so as to eliminate the duplication of fragmented delivery and to leverage the considerable scale and assets of government as a whole. • From Public Managers to Public Entrepreneurs: using the machinery of government to stimulate economic outcomes and collaborating in new ways across and outside public service boundaries to multiply the impact of governments’ investments. • . Personalized Services • From Standardized Services to Personalized Services: designing services in partnership with citizens—and delivering them in integrated ways to provide exactly what’s needed, when needed, in the most appropriate manner.

9. The Structural Shift: From Standardized Services to Personalized Services The shift to personalized services implies designing services in partnership with citizens—and delivering them in integrated ways to provide exactly what’s needed, when needed, in the most appropriate manner. More personalized service drives better outcomes at sustainable costs.

10. The Structural Shift: From Reactive to Insight Driven The shift to insight driven implies using new technologies and new models of collaboration to problem-solve proactively, reducing wasted effort and costs and improving the results achieved. Becoming insight driven addresses public service productivity from both sides—reducing costs and improving the outcomes themselves.

11. The Structural Shift: From Public Managers to Public Entrepreneurs The shift to public entrepreneurship implies using the machinery of government to stimulate economic outcomes and collaborating in new ways across and outside public service boundaries to multiply the impact of governments’ investments. By putting in place an environment that enhances the conditions for entrepreneurship, economies can harness future waves of growth in the global economy.

12. The Structural Shift: From Budget Cuts to Mission Productivity The shift to mission productivity implies broad and integrated thinking to better prioritize and manage initiatives, to restructure programs so as to eliminate the duplication of fragmented delivery and to leverage the considerable scale and assets of governments as a whole. Making a structural shift from focusing on piecemeal efficiency initiatives to a focus on driving productivity to its core will help governments deliver better outcomes for the same or lower cost.