This document summarizes a presentation on leading public service transformation. It discusses four types of organizational cultures, and identifies an "adaptive" culture as being both tough through high standards and tender through trust and support. It also outlines ten factors that determine organizational behavior, and the challenges for councils in taking on a new role of addressing social issues holistically and mobilizing all resources towards community outcomes.

1. Leading Public Service Transformation
Manchester 8 Nov 2012
New?
Your job
Stephen Taylor

9. “A cardinal principle escapes too many
managers: you cannot continuously improve
interdependent systems and processes until
you progressively perfect interdependent,
interpersonal relationships.”
Stephen Covey

10. Role of HR?
Recruit, retain and
motivate the staff
necessary to deliver the
business strategy

11. Role of HR?
Recruit, retain and
motivate the staff Drive sustained high
necessary to deliver the performance
business strategy

12. Sumantra Ghoshal
Tough:
stretch, discipline

13. Sumantra Ghoshal
Tough: Tender:
stretch, discipline trust, support

14. Four kinds of culture: 1. Fragmented
Neither tough nor tender

15. Four kinds of culture: 1. Fragmented
Neither tough nor tender
Characteristics
Weak corporate ambition
Allegiance to profession, function, department or locality at
expense of the organisation as a whole
Survive/prosper by aligning with the strongest group

16. Four kinds of culture: 1. Fragmented
Neither tough nor tender
Characteristics
Weak corporate ambition
Allegiance to profession, function, department or locality at
expense of the organisation as a whole
Survive/prosper by aligning with the strongest group
Symptoms
Patchiness/variability
Power struggles, internal politics
‘Highest common factor’ decisions

17. Four kinds of culture: 2. Smug
Tender but not tough

18. Four kinds of culture: 2. Smug
Tender but not tough
Characteristics
Muddled/complacent ambition
Over-concern with employee contentment/wellbeing
Survive/prosper by being in the clique

19. Four kinds of culture: 2. Smug
Tender but not tough
Characteristics
Muddled/complacent ambition
Over-concern with employee contentment/wellbeing
Survive/prosper by being in the clique
Symptoms
Tolerance of mediocre standards and poor performance
Dismissive of new ideas and external challenge
‘We’re all right Jack’ attitude

20. Four kinds of culture: 3. Brutal
Tough but not tender

21. Four kinds of culture: 3. Brutal
Tough but not tender
Characteristics
Unrealistic/unjust performance demand
Strong sense of hierarchy
Survive/prosper by being the hard man/woman

22. Four kinds of culture: 3. Brutal
Tough but not tender
Characteristics
Unrealistic/unjust performance demand
Strong sense of hierarchy
Survive/prosper by being the hard man/woman
Symptoms
Witch hunts, blame
Stiff, formal internal relationships
Fear, anxiety, stress, burn-out

23. Four kinds of culture: 4. Adaptive
Tough and tender

24. Four kinds of culture: 4. Adaptive
Tough and tender
Characteristics
Bold but credible ambition
Values-driven
Survive/prosper through your contribution to the team

25. Four kinds of culture: 4. Adaptive
Tough and tender
Characteristics
Bold but credible ambition
Values-driven
Survive/prosper through your contribution to the team
Symptoms
Open, honest, fun
Outward-looking and future-oriented
High and focussed investment in people

26. Ghoshal model
high 3. Brutal 4. Adaptive
high
Tough
stretch, discipline
low 1. Fragmented 2. Smug
low high
Tender
trust, support

27. Ghoshal model
high Brutal Adaptive
high
Tough
stretch, discipline
low Fragmented Smug
low high
Tender
trust, support

28. What determines how organisations behave?
1. ?
2. ?
3. ?
4. Criteria for recruitment, promotion, dismissal
5. Formal and informal socialisation
6. Recurring systems and procedures
7. Organisation design and structure
8. Physical workspace
9. Stories and myths about key people and events
10. Values statements, charters, creeds, ethics codes
Ed Schein, MIT

29. What determines how organisations behave?
1. What leaders pay attention to, measure, reward and control
2. How leaders react to critical incidents
3. Employees imitating their leaders
4. Criteria for recruitment, promotion, dismissal
5. Formal and informal socialisation
6. Recurring systems and procedures
7. Organisation design and structure
8. Physical workspace
9. Stories and myths about key people and events
10. Values statements, charters, creeds, ethics codes
Ed Schein, MIT

30. HR’s dangerous agenda!
1.Build the self-awareness and leadership capacity of the senior group
and challenge inimical behaviour

31. HR’s dangerous agenda!
1.Build the self-awareness and leadership capacity of the senior group
and challenge inimical behaviour
2.Hardwire the intended culture into the framework of the organisation

32. HR’s dangerous agenda!
1.Build the self-awareness and leadership capacity of the senior group
and challenge inimical behaviour
2.Hardwire the intended culture into the framework of the organisation
3. Design the future organisation and plan the journey to it

33. “A withered and castrated remnant of what used to be
a vigorous and independent part of British life”
Ferdinand Mount ‘The New Few’, Simon & Schuster 2012

35. Heseltine
- Devolve £50 billion of public spending
- Unitary local government
- More mayors
- Pay private sector levels for necessary skills (3x)
- ‘Mobilise the skills of provincial England’

36. The challenge now for councils
1.See a new role and model for doing business

37. The challenge now for councils
1.See a new role and model for doing business
2.Get to it with the left side of the brain: ie comprehend it

38. The challenge now for councils
1.See a new role and model for doing business
2.Get to it with the left side of the brain: ie comprehend it
3.Get to it with the right side of the brain: ie want it

39. What’s the new role?
 ‘deficit’is a bottomless pit
 No amount of further belt-tightening will close the gap
 National government won’t solve the problem

40. What’s the new role?

41. What’s the new role?
1.Better to address the whole, not just the presenting issue

42. What’s the new role?
1.Better to address the whole, not just the presenting issue
2.Better to prevent than to cure

43. What’s the new role?
1.Better to address the whole, not just the presenting issue
2.Better to prevent than to cure
3.Economic growth reduces demand on public services

44. What’s the new role?
1.Better to address the whole, not just the presenting issue
2.Better to prevent than to cure
3.Economic growth reduces demand on public services
4.Strong communities are a foundation for the above

45. What’s the new model?

46. What’s the new model?
 Concern with all outcomes for the place

47. What’s the new model?
 Concern with all outcomes for the place
 Mobilise all available means to the goal

48. What’s the new model?
 Concern with all outcomes for the place
 Mobilise all available means to the goal
 Commission the strengthening of communities

49. What’s the new model?
 Concern with all outcomes for the place
 Mobilise all available means to the goal
 Commission the strengthening of communities
Provide services Make connections

50. Making connections: three levels
Level 1
Involve staff in
improving
services

51. Making connections: three levels
Level 2
Level 1
Involve citizens in
reshaping
Involve staff in
services
improving
services

52. Making connections: three levels
Level 3
Level 2
Level 1 Build
communities to
Involve citizens in reduce the need
reshaping for services
Involve staff in
services
improving
services

54. Inside the box
 Leader/Cabinet as tellers of the story for the place
 Ward councillors as catalysts of stronger communities
 CMT as a team of programme commissioners
 Officers with a new set of skills and behaviours

55. Left brain
Scenario
R&I Epidemiology
planning
Community
Social media Joint ventures
assets
Unit costing Contract Programme
design evaluation

56. Right brain
Think corporate,
Dissolve not service
professional
boundaries
Involve the
Put the team first citizen
Look ahead, act
strategically
Search for new
ideas

57. The journey
- What’s the story?
- Big bang or slow evolution?
- What level of effort is needed?
- Stick or carrot?
- Structural change?
- Who’s on the bus and who needs to go?
- Will members play ball?
- What is a reasonable timescale?
- How do we know we are succeeding?
- How can we take staff with us?
- How to cope with the personal wear and tear?

58. Ask the question!
Where do we want to be in five years and how will we get there?

59. “Only connect the prose and the passion, and both will be
exalted, and human love will be seen at its height. Live in
fragments no longer.”
E M Forster, Howards End, 1910

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