Transforming systems into knowledge

Report
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
The Future?
Austerity
Policy
Zeitgeist
Context
Moore’s Law
3
2
1
9 ,2
5
1
6 8
1
8
9
3
2 2
9
1
4
5
7
0
9
6
4
4 8
Context
Best Practice
Leadership &
Management
Front & Back
Office
Implications
Transforming
Clustered
Residual
Commercial
Lifestyle
An
Council
alternative
types
Entrepreneurial
Innovative
Flexible & agile
Transparent
Engaged
Constantly in
flux
Manages risk
Digitally
enabled
Transforming
Leadership
Management
Outcomes Is a new model required?
Is a new model required?
 Focused on defining
 Followers do not perceive
public value outcomes and
leadership as a
then realising them most
hierarchical relationship
efficiently
Realise
 Values such as trust,
Redesignby effective
 Underpinned
Benefits
honesty, respect and a
approaches to value
management/benefits
sense of equality most
realisation e.g. CHAMPS2
often cited as important
(www.champs2.info)
 Leadership can be
Implement
diffuse
All change…
Culture
Capacity
Capability
Structure
Perpetuation
of likeness
Fear
AllBlockers
change…

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

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