MAV: Future of Local Government Change, strategy, innovation, frugality & decision-making Kate...

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MAV: Future of Local Government Change, strategy, innovation, frugality & decision-making Kate Delaney 28 May 2015

Transcript of MAV: Future of Local Government Change, strategy, innovation, frugality & decision-making Kate...

Page 1: MAV: Future of Local Government Change, strategy, innovation, frugality & decision-making Kate Delaney 28 May 2015.

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