There’s a results revolution going on in government and it will change the course of this nation.
Whether a newly elected governor or a seasoned agency secretary/director/commissioner, making the decision to shift from reaction-driven government and to implement Lean-based results-driven government, is a strategic decision. But, the real work, is in the “how.” While it is certainly viable to blaze a new trail, the pitfalls and boulders of large-scale change in government is quite predictable, and so is the course of action with the highest likelihood of success.
John’s extensive experience in the development of the approach and the selection and integration of the philosophy and tools affords him the insights to support your strategy development.
What model will you use? How will you roll it out? What can you reasonably expect to achieve in the first year?
As your organization begins to deploy, the diamonds are in the details. How do you select the right measures? How do you develop ownership for those measures? How will you engage people at every level? How will you determine which processes to improve? What resources will you staff for and how will you secure other resources?
Managing deployment is complex. There are many decisions to make and the key is to know what decisions need to be made when.
Every deployment is unique, certainly. But the issues and challenges have all been seen before. Leveraging John’s experience can save a lot of time and money and reduce the risk of failure.
“To me there is nothing more critical than engaging our 120 talented dentists in creating extraordinary, patient-focused practice. John Bernard made it possible for us to achieve across the board results beyond anything we had imagined.” – Dr. John Snyder, CEO, Permanente Dental Associates (Kaiser Permanente)
Results-driven government demands new skills for everyone, and that begins with executives, then managers and ultimately supervisors. What are those skills, how is it best to develop them and when should they learn them?
As more and more process improvement initiatives are launched, executives need to learn a new role, the executive sponsor. Providing direction, guidance, coaching and advocacy for the improvement effort is critical to its successful implementation and the sustainability of that solution.
As the focus shifts to results, executives need to support, coach and teach their managers to manage for results. Core to this shift is the traditional 1-on-1 meetings, requiring the creation of structure and discipline to advance the understanding and skill set related to managing for results.
Managing the change requires thoughtful, intentional, and well-timed communications. Communication is a critical component of change management, making sure people understand the why behind the change as well as the how.
Developing a communications strategy and managing it carefully will ease the change as people build confidence that management is committed for the long haul to managing in new and more engaging ways.