mav: future of local government change, strategy, innovation, frugality & decision-making kate...
TRANSCRIPT
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MAV: Future of Local Government
Change, strategy, innovation, frugality & decision-making
Kate Delaney28 May 2015
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Do you want to get better?
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The environment in which you work
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“Fiscal restraint will last the professional lifetime of everyone in this room”
Speech to the Institute of Public Administration New Zealand
19 February 2015By Hon Bill English
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Public expectations
today
future
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… in general
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static dynamic
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simple complex
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4 uncertainty extremes
• Uncertainty of a decision-making four extremes:– Static + Simple = Certain– Static + Complex = Bit Uncertain– Dynamic + Simple = Uncertain– Turbulent + Complex = Very Uncertain
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The type of choices you make &conversations you have about the
long term
… influenced by uncertainty levels
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Build understanding(What ‘is’ the problem?)
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Shape choices(How do we address the problem?)
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Better decisions(What choices should we make?)
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Uncertainty and the environment you work in
• Static + Simple = Certain = more time on decision-making conversations
• Static + Complex = Bit Uncertain = more time on shaping choices conversations
• Dynamic + Simple = Uncertain = more time on both of building understanding & shaping choices conversations
• Turbulent + Complex = Very Uncertain = more time on building understanding conversations
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Innovative organisations
Ah ha!
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Two aspects of innovation, which require different skills & capabilities
ExploreExploit
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3 habits of innovative organisations
• Habit 1: “creative abrasion”• Habit 2: “creative agility”• Habit 3: “creative resolution”
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“Good” long-term decisions
(‘good’ is of course subject to interpretation)
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4 characteristics of long-term decisions
• Cultivate capacity to ‘see around corners’
• Look for decisive aspects of the situation
• Concentrate your effort• Consider what is actionable
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Uh Oh!
Where can things go wrong?… a few of many reasons
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People have an action bias
• An action bias • That lead us to jump into developing
solutions before we fully understand a problem. – It’s easy to misread the environment
Looking at too few options? Looking at too many options?
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Automatic behaviour
• People tend to act the same in similar situations – Like the informal rule that you sit in the
same chair at periodical meetings
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Functional units cause barriers• Functional units build barriers to
innovation possibly because they don’t ‘get it’
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Managers fear failure
• Managers hesitate to put resources on the line for new ideas
Investing too little? Acting without sufficient resources? Investing too much? Allowing resources to remain idle?
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Employees fear failure
• Employees fear failure rather than table ideas
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Wanted: An overall approach based on a diagnosis of challenges
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So what?
• Starting questions:– How much extra work results from incentive
and evaluation systems that pressure staff to look busy and outperform one another?
– Which information flows can you omit? Information that doesn’t improve decisions is a wasteful distraction.
– Which decisions and judgments can you standardise rather than make in costly meetings and communications?
– How can you work with others to simplify their processes so that you can simplify yours?
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Sources of ideas for the presentation:
Think tanks/consultancy firms:• Deloitte• McKinsey• Boston Consulting
Group• Monitor Institute• Leaders Against Routine
Academics/commentators:• Eric Berlow• Francesca Gino• Seth Godin• Linda Hill• Daniel Kahneman• Richard Rumelt• Bradley Staats• Roselinde TorresAnd, • My experience
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Do you want to get better?
Questions?
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Kate Delaney
• The ‘pinball effect’ – (i.e. linking ideas together to create desirable
futures)
• Worked for Canadian Government for 17 years
• Working for my self since 1998 (in Australia)
• M: 0407 292 679