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Lessons from Birmingham What we could have done better

Lessons from Birmingham What we could have done better. Should have – Run business transformation and organisational development initiative as a single change programme, not two parallel streams Put more resources initially into stakeholder (particularly employee) engagement

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Lessons from Birmingham What we could have done better

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  1. Lessons from BirminghamWhat we could have done better Should have – • Run business transformation and organisational development initiative as a single change programme, not two parallel streams • Put more resources initially into stakeholder (particularly employee) engagement • Made transformation part of the ‘DNA’ of BCC, not a specific, time-limited activity that would come to an end

  2. The Future?

  3. Austerity Policy Zeitgeist Context

  4. Computing power doubles every two years Moore’s Law 3 2 1 1 9 1 8 5 1 6 2 3 9 8 5 5 9 4 8 1 2 4 2 9 4 0 7 6 2 4 , Context

  5. Best Practice Leadership & Management Front & Back Office Implications

  6. Transforming Clustered Residual Commercial Lifestyle Council types An alternative

  7. Entrepreneurial Transforming Innovative Flexible & agile Transparent Engaged Constantly in flux Manages risk Digitally enabled

  8. Leadership Management Outcomes Is a new model required? • Followers do not perceive leadership as a hierarchical relationship • Values such as trust, honesty, respect and a sense of equality most often cited as important • Leadership can be diffuse Is a new model required? • Focused on defining public value outcomes and then realising them most efficiently • Underpinned by effective approaches to value management/benefits realisation e.g. CHAMPS2 (www.champs2.info) Realise Benefits Redesign Implement All change…

  9. Culture Capacity Capability Structure Perpetuation of likeness All change… Blockers Fear

  10. Transformational change in councils is not only possible, it’s essential • and good practice examples exist • It is difficult and change management expertise and methodologies are vital • but expertise in particular appears to be in short supply • Change is underpinned by new approaches to information and knowledge management • Such change must be systemic – people, process information and technology • but what enables it is the management of information through the use technology Conclusions Blockers

  11. ? “ “ ! glyn.evans@perarte.co.uk

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