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Driving Change-Enjoying the Journey: Transformation Leadership … · 2014-06-11 · Driving Change...
Transcript of Driving Change-Enjoying the Journey: Transformation Leadership … · 2014-06-11 · Driving Change...
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Wednesday, June 11, 2014
Driving Change – Enjoying the Journey: Transformation Leader
to Jump Start the Engine
Federation of Tax Administrators 2014 Annual Conference
Mike Alley Commissioner, Indiana Dept. of Revenue
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Wednesday, June 11, 2014
Driving Change – Enjoying the Journey
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November 2011 Headline
State misplaces $320 million from corporate epayments
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February 2012 Headline
State shorts local counties $230 million
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Deloitte Observations & Recommendations
• Number of Findings: • Finance Group 75 • Information Technology 48 • Enforcement 10 • Collections 6 • Other 7
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Deloitte Observations
• Examples of Key Observations: • Lack of integrated accounting and tax processing platforms • Inadequate change management process • Lack of process and system documentation • Inadequate risk management and focus on internal controls • Lack of comprehensive technology strategic plan • Line of business leadership not effectively integrated into
decision processes • Inadequate succession planning and knowledge transfer
process in place • Inadequate governance structure in place
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Strengths Identified by Deloitte
• Organization focused on its customer, the Indiana taxpayer • Metrics focused on:
• Processing turnaround – getting the returns processed quickly and refunds out fast
• Keeping overhead and costs low to yield greatest efficiency – headcount reduced by nearly ½ in previous 6 years
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2012 Clearly Defined Priorities
• MUST DO’s DEFINED: • Regain the trust of stakeholders
• Deep dive on root cause of errors • Implement repairs and validate fixes • Begin addressing Deloitte observations &
recommendations • Define cultural shift
• Primary focus on accuracy & quality • Other key priorities
• Bldg relocation, efile mandate, legislative changes, exceptional customer service
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NO ONE CAN DO IT ALONE
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Strategic Transformation Initiatives Leader Key Responsibilities
• Support the senior leadership team in development and execution of strategic initiatives
• Help identify operational risks and assist in development of operational controls to help mitigate those risks
• Provide monitoring and reporting of progress in execution of strategic projects
• Surface obstacles such as capacity, pacing, resourcing or other red flag issues which require attention of senior leadership
• Provide advice and counsel to leaders without owning the projects themselves to ensure consistency and fairness
• Help ensure anticipated benefits of initiatives are being fully realized and accurately measured
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Strategic Transformation Initiatives Leader Role & Skills
• Reports directly to Commissioner • Actively participates in senior governance meetings • Skills/Qualifications:
• Masters degree in business or related fields • Ten or more years experience in operations management or
enterprise implementations • IT and project management experience • Proven track record of successful outcomes based
performance measurement • Proven problem solving skills • Strong communication skills
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Sounds Like This Guy
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The Myth and the Legend
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Strategic Transformation Initiatives Leader Profile
• Purdue IT undergrad • Purdue business MBA • Army Special Ops • Verizon operations specialist • IT consulting • Outcomes focused individual • Proven problem solver • Strategic thinker • Trust builder
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Steps for Successful Change
• Recognizing the need to change • Developing the necessary changes required for your
organization • Preparing your team for the changes to come • Implementing the changes and change plan as prescribed • Nurturing and training your team with the new changes • Validating and measuring the impact of the changes • Celebrating the victories brought about from the changes
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10 Principles of Change Management By John Jones, DeAnne Aquirre & Matthew Calderone
Booz Allen Hamilton
• 1. Address the human side systematically • 2. Start at the top • 3. Involve every layer • 4. Make the formal case • 5. Create ownership • 6. Communicate the message • 7. Assess the cultural landscape • 8. Address culture explicitly • 9. Prepare for the unexpected • 10. Speak to the individual
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Getting Started
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Strategic Priorities
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Good To Great
Roadmap for
Indiana
DOR Strategic
Plan
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Defining the FACT of our Priorities
Filing simplification and reducing regulatory burden, particularly on small businesses
Accuracy and reliability of all filing and reporting
Compliance improvement to create a level playing field
Team development to ensure sustained success
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Key Performance Metrics
• $250 of revenue for each $1 of cost
• 85% successful call resolution
• $195 million in collections from non-compliant taxpayers
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Cultural Shift
Quality & Accuracy
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Not Just Speed & Efficiency
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New Governance Structures
• Leadership Council • Strategic Operations Committee • IT Resource & Planning Committee • Monthly Operations Review • Product Councils
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Staffing & Organizational Changes
• Strategic Transformation Initiatives Leader
• Project Management Office • Reorganization of Finance, IT,
Enforcement & Collections Groups • Strengthened finance team staff • Strengthened IT team staff
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Restoration & Development of Controls
• Restoration of controls eliminated to enhance speed & efficiency
• Installation of financial/accounting controls • Automated interfaces between RPS &
Peoplesoft • Product Council scrub of process flows • Enhanced user acceptance testing (UAT) • Establishment of Assurance & Audit Services
Group
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Assessing the Technology Environment
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Overall IT Strategic Plan
• Identify foundational building blocks for short & medium needs
• Manage security, privacy and certifications to minimize risk
• Establishment of Project Management Office • Enhanced security & disaster recovery planning
and procedures • Review and replacement of multiple “stand
alone” systems which are outdated, not supported and not integrated
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Major Changes
• Updated data portfolio warehouse • Non-filer compliance initiative • ID theft protection program • Enhanced data encryption • Agile development • New audit toolkit & case management • Elimination of over 40 stand alone systems • Disaster recovery • PMO • RPS to PeopleSoft
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Value of Strategic Transformation Initiatives Leader
• Sets the tone – confirms that Commissioner is serious about transformative change
• Surfaces sacred cows and challenges the status quo of “this is how it has always been done”
• Provides independent perspective and discipline of measurement and accountability
• Provides translation of “IT speak” to “business speak” • Traverses all business lines and brings integration to
projects that overlap with multiple leaders • On the ground interaction with team garners honest
feedback and reactions
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It Takes the WHOLE TEAM
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Questions?
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