Ready. Aim.

Fire

Major Change

• 3/4/00– You just became visible to the outside world for the first time– The absolute last thing that you want someone to know is just a click away

and people will find it out– Another channel added, but nothing taken away

– Started to involve the outside world (vendors, BASDAs) and just made everything a whole lot more complicated.

• Every time you move now, there are external dependencies

– Your systems and your inadequacies are visible to many– The Capability Model may just have become the InCapability Model

– Change or fail to deliver• (but we always deliver…yeah, yeah)

What?

• 50% on ‘net by 2002, 100% by 2005– ‘Net doesn’t save you anything yet– Just another channel (and it gets worse the more you try and add)

• Keep BAU running– Respond to all the ad hoc stuff

– Cope with ministerial mind changers

• Implement the (long) list of major systems– CSP (agh!), Gateway, WFTC

• Play politics, all day every day (‘cos that’s the way it’s done)

• Oh and, by the way, do it all in a “joined up way”

Can you do all this? And if you think you can, how?

How?

• Is this the team? What do you do as a team?– Not expecting you to rush up and embrace each other right away– But how much do you really do together? Do you need to do anything?

• Silos within silos– Imagine how bad it is across other departments

• Information is power (do you recognise that in yourselves)– Share and share alike is not our credo– Subtitles (after all, you wouldn’t want people to know what you really think

about them, or even half of it) – No heros making gut calls and running to make it happen

• War - CITU/DSS/etc are the enemy. We will exterminate them.

How 2?

• Accountability / Responsibility– What level do you have to go to so that a decision is made? – How many civil servants does it take to change a lightbulb?– Can you push down responsibility (back to the rising stars)?

• The email avalanche– 100 emails a day is not a badge to be worn with pride

• How many of those are you just a cc on (in case you want to comment)• How many of those is the buck being passed to you from someone else who

could just as easily make the decision

• The battle for succession– Everyone watching out for their own path to the top– You get to the top by killing your opponents apparently

• Thank god not everyone wants to get to the top

How 3?

• Paper torrent– Where does all the paper come from? Who writes all these memos? – Why do they attach them to e-mail instead of just sending an e-mail?

• Supplier partnership– The mutual admiration society needs to stop. It’s broken and needs to be

fixed. When it’s wrong, say so and push until it’s fixed.

• Decisions– Decision making is so devolved it never happens– Push back on decisions that make no sense (100% by 2005? Don’t make me

laugh. What’s the point of 100% with 0% usage?)– Ministers are GODs - we can’t possibly go back to them (who can?)

Who?• Over-staffed (does anyone think this is true?)

– Under skilled or under worked? (%age solitaire players?)

• Where are the rising stars?– What’s the average age of an EO? (is it moving up or down)

• Is the profile the same in any other organisation?

• Organisation change– Your teams work for their own ends, not the ends of the organization– Where’s the business participation? Count the network staff working with

you.

• Incentivisation– Is the civil service unique?

• NYSE makes $75MM/year - do you think they pay well?• EDS can’t hire the best either, nor ICL, nor P&G, nor Philip Morris etc

To remove the obstacles to success.

What’s your job?

(That’s it. Nothing more than that)

Prescription(read twice daily with water)

• Incubate (means nurture, allow to grow, give support)– Spin off projects with dedicated teams. Give them ££££. Give them the

okay to make it happen.

– Draft in people from the business (remember them?)

– Establish close ties with other departments• Even if they don’t (yet) work the same way that you’re about to• They’re going to have to do the same thing if you want to be joined up

• Own things (back to the old accountability/responsibility thing)– Make sure there’s an owner for every decision, who’s accountable for

each piece of work

– Provide a fast track for decisions that have to be escalated

Prescription (more)• Convert your organisation to track the work that needs to be

done. Align along the projects and the key goals.– Shock tactics have to come from the top. That’s you folks.

• Quit (yes, stop. right now. Today)– No more time for cast of thousand meetings

– Or cast of millions e-mails. Or 4MB attachment memos

– Voluntarily take yourselves out of the loop• (we just empowered the project teams to make it happen after all)• You’re piloting the fleet but not every ship in the flotilla

• Find (dig deep - they’re out there)– The people in your organisation who can work like this

– Help them succeed because, without them, you won’t

– You’re going to intoxicate them with ownership