Transformative Change Initiatives How to Thrive not just Survive!

Dr. Trish Holliday Assistant Commissioner and State Chief Learning Officer, Tennessee Department of Human Resources

James Dowling Executive Change Management Consultant Abreon

Jennifer Walden Senior Manager, Health & Public Service Accenture

Dr. Trish Holliday

Assistant Commissioner & State Chief Learning Officer

Tennessee Department of Human Resources

The dynamic national public and private sector environments are facing an unprecedented set of talent challenges.

National Workforce Challenges • Aging workforce

• Globalization

• War for talent

• Low employee engagement

• Mobile and diverse workforce

• Lack of new recruiting/sourcing techniques

• Lack of new techniques for employee engagement and motivation

• Skills shortages in key roles

• Anticipated high turnover of Millennials

Change Strategy Traditional Organization

• Focused on customer complaints

• Impacted by structure and tradition

• Outdated recruitment and retention practices

• Stifled creativity • Limited participation in

learning and growth • Limited trust – denial, blame,

excuses

Learning Organization • Creates customer responsive

workforce • Adapts to changing culture • Attracts and retains a talented

committed workforce • Embraces diversity and

innovation • Promotes emphasis on learning

and growth • Builds a more accountable workforce

Previous State: Antiquated

Current State: Transforming

Future State: Transformed

• Utilized Talent Management Model and System

• Aligned leadership Competencies for state agencies and roles

• Identified best practices for hiring top talent

• Established recognition and reward practices

• Valued relevant internal and external leadership development opportunities

T.E.A.M. Act Tennessee Excellence, Accountability and Management Act

• Recruit • Retain • Reward

Focus on leadership development

Governor’s Priorities: Jobs & Economic Development; Education & Workforce Development; Fiscal Strength & Efficient Government; Health & Welfare; Public Safety

Governor’s Vision: “To become the number one state in the southeast for high quality jobs”

• Cumbersome business processes • Job Classifications did not reflect

current business needs • Limited employee engagement • Inconsistent learning and development • “Silo” mentality • Tenure-driven employment practices

James Dowling

Executive Change Management Consultant

Abreon

Transformative Change Initiatives – How to Thrive, Not Just Survive by James Dowling March 15, 2017

NY IT Leadership Conference

Your Presenter

Jim Dowling

Retired in Service - Operational Capability Architect and General Contractor IT Leadership Learning Forum Leader

Retired – Executive Organizational Change Management Consultant. The Abreon Group

Retired – VP Consulting Services – Accelare, Inc.

Former Partner & Organization & Leadership Performance Development, The RBL Group

Former, Founding Executive and Continual Business/IT Alignment Practice Lead, Technology Evaluation Centers, Inc. & TechnologyEvaluation.com

Retired – CIO, Bose Corporation

Ask Yourselves this Question

How is each system within

your organization

helping or hindering the

desired change?

Change Leadership

Internal Systems of Measurement

Individual and Team Performance Management

Rewards & Recognition

Culture – Behaviors & Focus on Optimization

Sustainable Change – In Action A case and insights from The State of Massachusetts and Accelare, Inc. - Enterprise Fitness

10

The Visible Problem!

A New Queueing Model – A Non-Tech Solution

• Orange: Technology laggard, high-touch, more easily confused; C-Sat: clarity, assistance, direction

• Green line: Technology savvy, at registry only because they have to be; low-touch, visited website before coming to the registry; C-Sat: speed, efficiency, control, self-service

• Interaction: Helpful, no jargon, “your pace”, individualized

• Learning: Case reviews, daily adjustments, cross service center sharing

• Approach: Service delivery and work experience improvement can be one goal

• Preparation: Learning laboratories; practice, peer reviews and coaching

Daily Dashboard – Metrics that Matter

Simplify > Standardize > Stabilize > Improve > Automate > Improve

New Process, Wayfinding, Flow, Roles & Behaviors

Ongoing Strategy – Shed, Extend, Improve & Acquire Tech and Non-Tech Capabilities – Optimization Focus

We serve Massachusetts residents, businesses, and partners by issuing Real IDs, credentials and privileges as well as upholding the laws for driver and vehicle safety.

2. Deliver a flexible new business model and core system

a. Deliver simple, efficient and durable ATLAS business model and technical platform ahead of planned schedule and budget

b. Convert from ALARS to ATLAS without service disruptions or performance declines c. Leverage a COTS platform to allow for cost effective upgrades and 15+ years of useful life d. Make Quincy paperless

5. Increase capacity to implement State and Federal mandates

a. Deliver Real ID and related services b. Expand our ability to deliver additional credentials, privileges and services for the Commonwealth

3. Build a Can-Do culture

a. Build a customer focused, mindful culture of accountability b. Improved Employee engagement, morale c. Be recognized as a role model for other MA Agencies d. Master S2E, Process Management, BPR and Scalable Agile/Scrum e. Implement a culture of servant leadership and high-performance

1. Be recognized as the industry leader in customer satisfaction

a. Build industry leading self-managed account structure for both retail and commercial customers b. Optimize branch locations, service-mix, wayfinding and in branch experience c. Move as many transactions as possible to self-service or third party channels and out of the branches d. #1 in 2017 AAMVA Service Awards

4. Expand 3rd party channels /grow OOB

a. Deliver My RMV self managed account for both B2C and B2B channels b. Expand 3rd party/partner service channels

Goals Objectives