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Über dieses Buch

In the turbulence of recent times, how we run corporations has been examined from every angle. Corporations have proved adept at change; governments have stuck to established rules. The challenge is to put in place machinery to provide services in a way that resists the growth of bureaucracy. The need for SMART government could not be starker.

Inhaltsverzeichnis

Frontmatter

The Context for Change

Frontmatter

Chapter 1. Leading through vision

The warm up lap had been completed and five red lights were illuminated. The distinctive starting sequence for a Formula 1 Grand Prix began. Four. Three. Two. One. A deafening roar as 24 state-of-the-art F1 racing cars screamed into action. The inaugural Abu Dhabi Grand Prix was underway. Years of anticipation and preparation had led to this moment.

Chapter 2. Managing stakeholders

Smart transformation starts with a clear vision, but that is not sufficient. Internal and external stakeholders have the power to resist or enable change. A stakeholder is any individual or group that will be impacted by or is interested in the change. Successful transformation requires that leaders communicate strategic change with key stakeholders to ensure their buy-in. Sustaining their support requires ongoing, proactive engagement and dialog.

Chapter 3. Driving the transformation

So far we have looked at the need for a vision to direct and inspire smart transformation, and the importance of engaging with stakeholders to enable it to occur. Now we turn our attention to what drives that transformation. The simple reality is that strategic change rarely happens of its own accord: it requires momentum and energy and a governance model to drive it.

The Transformational Cycle

Frontmatter

Chapter 4. Setting the strategy

Part I was all about understanding and creating a context that is ripe for change. This relies on having a vision, understanding the multiple stakeholders involved, and using measures and governance to enable transformation to be pushed through.

Chapter 5. Designing the operating model

With the strategy in place and a clear idea of the characteristics of the macro and micro strategic levers, the second part of the cycle is to improve organizational structure and governance to support the effective delivery of the operating model in line with the strategy. The key question the leadership needs to ask is: how should the government be structured and operated to ensure that it is truly fit for purpose today and tomorrow? This includes redesigning the organization and reassigning roles to ensure the transformation achieves momentum.

Chapter 6. Developing talent

Organizational structure and design is critical for smart transformation. But the structure is merely the vehicle for human capital. Like a well-designed car, it is pleasing to the eye but will not take you anywhere without people to drive it. To create and maintain momentum it is vital to build internal human capabilities. Transformation is built and delivered by the people in the organization.

Chapter 7. Making it happen

Finally, it is necessary to roll out the transformation plan to execute on the strategic objectives within a well-defined time frame. Now we look at the reality of making change happen and the importance of validating by monitoring and measuring to ensure key performance indicators are met.

The X-Factor

Frontmatter

Chapter 8. Distilling the X-factor

Parts I and II provide the mechanics of transformation. But there is more to achieving smart transformation than adhering to a single model. One of the most striking findings in our review of best practice is the importance that contextual leadership plays in the success or failure of any transformational endeavor.

Chapter 9. Navigating the roadmap

What are the leadership skills required to lead a smart transformation? It is a simple enough question, and yet the answer as we have seen is elusive. That is partly because the answer will vary from place to place; from organization to organization; from situation to situation; and even from one time to another. However, that said, we believe that the preceding chapters offer a tour of the key issues that impact on government transformation. Throughout the book, too, we have tried to provide questions to stimulate and provoke the leaders of the future as they embark upon this journey.

Backmatter

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