REINVENTING GOVERNMENTProf.Dr.Aung Tun Thet

REINVENTING GOVERNMENTProf.Dr.Aung Tun Thet

INTRODUCTION

REINVENTING GOVERNMENT• From bureaucratic organizations and behaviour • To entrepreneurial organizations and behaviour

REINVENTING GOVERNMENT• Public organizations and systems innovate• Continually improve quality • “Self-renewing” system• Public employees accountable for results• Customer choice • Competition with private sector

‘INTRAPRENEUR’

ENTREPRENEURS• Risk-takers• New ideas• Make dreams reality • Passion

INTRAPRENEURS• Work inside organizations • Make effective use of entrepreneurial talent• Responding to challenges facing government

organizations• Professionally and personally fulfilling

REINVENTING GOVERNMENT• ‘Intrapreneur’• Psychological ownership • Transformation from ‘employee’ to ‘owner’

INTRAPRENEUR• Transform novel ideas into profitable realities• State of mind• Formulate vision • Vision - idea deeply and personally meaningful• Action-oriented

ENTREPRENEURIAL GOVERNMENT

TRADITIONAL BUREAUCRACIES

• Protect position• Resist change• Build authority• Enlarge sphere of control• Protect status quo

‘ENTREPRENEURIAL’ GOVERNMENT

• Efficient and effective ways of managing • Abandon old and irrelevant programs and methods• Timely and necessary action

‘ENTREPRENEURIAL’ GOVERNMENT

• Creative• Innovative• Business-oriented

‘ENTREPRENEURIAL’ GOVERNMENT

• New ventures • Revenue-generating operations• Customer-driven• Adopt transparent performance metrics• Rewards merit

‘ENTREPRENEURIAL’ GOVERNMENT

• Welcome change and challenges • Will to win• Continual betterment of resource utilization• Competition between service providers

‘ENTREPRENEURIAL’ GOVERNMENT

• Empower citizens • Measure outcomes not inputs • Clear mission and goals • Rules and regulations of little importance

‘ENTREPRENEURIAL’ GOVERNMENT

• Citizens treated as customers • Quality service• Anticipating problems and preventing them • Not offering redress after problem arises

‘ENTREPRENEURIAL’ GOVERNMENT

• Authority decentralized• Everybody participate• Highly market-oriented • Shun bureaucracy

REINVENTING STRATEGIES 5 CS

1. CORE STRATEGY

1. CORE STRATEGY• Clarity of purpose• Clear about fundamental purpose• Employees focus • Not blindly follow orders

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

2. CONSEQUENCE STRATEGY

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

2. CONSEQUENCE STRATEGY• More flexibility • Greater accountability • Do not tolerate slipping of performance

3. CUSTOMER STRATEGY

3. CUSTOMER STRATEGY• Accountable to customers• Deliver customer satisfaction

3. CUSTOMER STRATEGY• Aware of:1. What customers value2. How they perceive quality• Compete for customers and revenues

3. CUSTOMER STRATEGY• Formulating service standards • Elected officials include customer satisfaction in goals

set • Support of elected officials vital

4. CONTROL STRATEGY

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

CONTROL STRATEGY• Managers develop new means of guiding behaviour of

employees• Not command and control and rules and inspections

4. CONTROL STRATEGY• Rule of law• Independent judiciary• Hiring based on merit• Audits • Transparency

4. CONTROL STRATEGY• Old systems of control eliminated gradually• Replaced by new systems - enforce consequences,

auditing systems and penalize corruption

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

5. CULTURE STRATEGY

5. CULTURE STRATEGY• Avoid risks and responsibility• Blame others • Follow antiquated procedures• Not keen on achieving high quality results• Resist change

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

LEADERSHIP IMPERATIVES

REINVENTING GOVERNMENT• Leader-led• Produce desired results• People take on leadership roles at various levels

LEADERSHIP• Priority• Decide on what needs to be done • Make things happen

LEADERS• Lead, direct and motivate others• Channel negative energy to overcoming resistances

LEADERS• Get employees to take responsibility • Give confidence and hope• Define goals and makes them attainable• Foster teamwork• Motivates • Everyone contribute their best

LEADERS• Clear vision of purpose • Communicate • Live vision• Create environment where people realize and

understand why they are there

LEADERS• Vision kept alive • Build and sustain trust• Take risk and try• Learn from experience• Create and nurture leadership throughout hierarchy

BUREAUCRACY • “Leadership-killing” • Put people into confined jobs • Micro-manage

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

FIVE STEPS LEADER TAKE• Step Two: Create team • Passionate about change • Take leadership roles at different levels of hierarchy

FIVE STEPS LEADER TAKE• Step Three: Articulate architecture for change process• Formulate initiatives to realize vision

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

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

SPIRITUAL DIMENSION OF LEADERSHIP

• Inspirational • Anchored on larger purpose of life• Every person born with purpose• Doer-ship (‘I am the doer’)

THANK YOU!