1. Being an effective change manager – tips, tools & tactics Diploma in the Management of Modern Public Service Delivery IPA 22 January 2009 Owen Jacob Dept of the Taoiseach

3. Case study 1 Restructuring the Revenue

11. The organisational iceberg - 1 Overt organisation Structure, technology, objectives, operating systems etc Publicly visible, rational

12. The organisational iceberg - 2 Overt organisation Structure, technology, objectives, operating systems etc Covert organisation Power, influence, ambitions, loyalties, empires, fears, inflexibility etc Hidden, emotional, may not be rational Publicly visible, rational

17. Case study 2 Modernising a tax process

23. Case study 3 ICT enabling transformational customer service

29. Conclusions…

30. How people react - 1 20% 60% 20%

31. How people react - 2 20% 60% 20% Always resist change Need to be convinced & wait to see which way wind is blowing Actively embrace change

32. How people react - 3 20% 60% 20% Always resist change Need to be convinced & wait to see which way wind is blowing Actively embrace change Harness them & temper their expectations & must include leadership

33. How people react - 4 20% 60% 20% Always resist change Need to be convinced & wait to see which way wind is blowing Actively embrace change Main focus of communication & must be won over Harness them & temper their expectations & must include leadership

34. How people react - 5 20% 60% 20% Always resist change Need to be convinced & wait to see which way wind is blowing Actively embrace change Ignore Main focus of communication & must be won over Harness them & temper their expectations & must include leadership

38. Thank you