Strategic & Operating Reviews Part 4: A Framework for Success

This post is the fourth in our series on Strategic & Operational Reviews (SOR).

Part 1 — Strategic & Operational Reviews: We Can’t Agree to Disagree — dealt with the issue that changes are coming to the Public Service, whether or not the leadership want it to happen.  And, if these changes are going to be successful it will be predicated on creating alignment and embracing conflict management.

Part 2 — Strategic & Operational Reviews Part 2: Alignment and Failure — focuses the discussion on creating a greater understanding of the concept of alignment, why it matters, and where it is critical for success.

Part 3 — Strategic & Operational Reviews Part 3: Change and Failure — discusses the fundamental fact that SOR is about change.  Managers must accept this fact and commit to the aspects of change management that will create the greatest likelihood of success.

Over the next four years, most departments within the Public Service are faced with the reality of identifying 5 to 10 percent of their operating budget as part of the Deficit Reduction Action Plan! It goes without saying that this is a gigantic challenge that will stretch the will and the endurance of public servants at all levels.

Based on our previous experience, we have developed a framework that can assist managers as they consider how to approach the implementation of the required changes.

The specifics will vary with the size and complexity of the organization, but this framework provides the key elements that must be considered for implementation of the action plan.

At the top of the framework “pyramid” is the overarching Strategy.  Three “pillars” support strategy: Program Management, Business Processes, and Employee Productivity.  And these activities are built upon a “foundation” of effective Implementation.

Strategy:

Many of the proposals currently being considered will directly impact the nature of your program and/or the responsibilities of your organization. A revisit of the Program architecture, including mission and vision, will help you identify where changes need to be considered in light of shifting priorities and changes in the legal, social, economic or environmental context of the program.

Program Management:

Changes to key elements in a program will directly impact the core capabilities of the organization.  This, in turn, will require a review of the structure, reporting, and management accountabilities.

A program management review will identify where the issues identified in the strategy analysis resulted in disconnects from the PAA results structure, the Program business plan, and other resources.

Business Processes:

The needs of your clients must be identified and clarified, and business processes must be evaluated to identify where you might find potential efficiencies.

These two activities will highlight opportunities to innovate service delivery, recognize where new technologies can be appropriately implemented, identify potential activities that no longer add value, and generally offer a more robust service delivery model.

And don’t forget to revisit previously considered service delivery alternatives — that service automation or shared services initiative that was rejected before might be appropriate now given advancing technologies and changing priorities.

Employee Productivity:

Employees must be given specific information about how their jobs will evolve as changes are implemented.  And, where people are cut from the organization, some jobs may have to be redesigned, and affected employees deployed to other jobs where there is “best fit.”

Many of these changes are going to require that the organization build capacity.  This will also require that your people develop new competencies, or, at the very least, become more efficient and productive in the positions that they now hold.  Either way, investments in learning will be required.

And, as a manager, you must always keep in mind the tremendous emotional stress that all of these changes and uncertainty are going to create for the people who work with and for you.  This will require significant attention as employees seek coping strategies.

Implementation:

Successful implementation of your plan will hinge on effective leadership and employee engagement.

The magnitude of the impact on your organization may dictate that the changes be managed as a formal project, especially as it spans a three year period.

Have you considered your approach to change management? How are you going to create engagement and minimize change fatigue in your people? What other elements of your HR plan will need to be activated to successfully carry out your Deficit Reduction Action Plan contributions?

Managers must think carefully about how they are going to approach this critical issue.

If their people do not understand the how and why of the strategic decisions, if there is no effort to engage and communicate, if true leadership is not brought to bear — successful implementation is not likely to follow.

A Framework for Alignment:

Before pushing the START button, all segments have to be pulled together to ensure a coherent and integrated approach that is also “doable”.

Many of the key tools and management practices may be in place, but will have to be updated based on deficit reduction objectives and targets.

The elements outlined above provide a simple framework that can be used to identify key implementation actions required.

Clearly, this is not an exhaustive list - it was never intended to be.  The intent is to bring structure to your thought processes as you determine your alternatives.  The strength of this approach lies in its ability to recognize a range of appropriate alternatives managers might pursue by building on what they have in place while addressing the gaps.

What are your thoughts as you consider this framework?  Do you find any critical areas that are not addressed that might have a measurable impact on your plans?

Download our new eBook:

Managing Change: A workbook for personal and organizational change

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