Read the blog post that goes with this presentation: http://blog.dewcadrechangeassociates.com/post/31725432828/time-to-tap-into-public-sector-resources

1. High Impact Intervention Team Findings
The real Public Sector Leadership Challenge:
“Urgent “Just set
“Greater “We need
need for us free
Agility and to focus on
Service to act!”
Speed” Citizen
Redesign”
Wellbeing”
Adaptive Leadership, Innovation, Selflessness, Equity and Courage
This is what you get when you let a multi-disciplinary
group of public servants envision their future - free from
threat and baggage!
©Dew Cadre Change (Associates) Ltd 2011

2. Key messages…
“ON EMERGING TRENDS: We need to read the Signs…. We need to
learn from the new generation businesses being spawned by the
Digital Revolution (such eBay, Google, Facebook, Linux, Admiral,
Apple).”
“ON LEADERSHIP: The Leader’s role should be to… inspire, facilitate, empower
and enable productive collaboration amongst us Knowledge Workers.”
“ON CHANGE AND ORGANISATION: Agility and Innovation are key….
Becoming an agile organisation and adapting with real deftness and
agility is the biggest challenge. ”
“ON THE STATUS QUO: We’re not stupid… everyone knows we need to change
and that our current model is now unsustainable and unaffordable! But the
message from some leadership is we are doing enough to get by. Tell us the full
extent of the challenge and let us be part of the solution!”
“ON TRANSFORMATION: As long as its fair and equitable…. and
everyone is affected and not just a few… then lets change and do good
for the nation and the people we are employed to serve!”

3. Key messages cont…
“ON INNOVATION: We need to break the cycle of blame and risk aversion in
order to innovate…. Better to have tried and failed than to have never tried at
all! But its hard - our entire culture is risk averse and there is no such thing as a
“blame free culture” in the public service!”
“ON JOB LOSSES: We are all fearful… If only it were possible to start again with
a redesign based upon fairness and equity. There are alternatives (such as job
share) - job losses must really be the very last resort. No one should lose their
job and livelihood outright! ”
“ON BARRIERS: Some of our bosses are amongst the biggest blockers to
change… they, after all, have the most to lose! Set in their ways, hooked on:
knowledge is power; and the chain of command; and the sense they have worked
their way into their position!”
“ON THE PAY BILL: You cant change the public service without changing the
way we reward people… Any new service model will need to have new
employment and reward systems. Its hard for all of us who are used to the
current approach – but, if the change it fair and equitable for all and, protects
services and as many jobs as possible, then lets get on with it.”

4. What might a new model look like?
From 20th Century… To 21st Century…
“Command and Control” To Enabling, connective
Directive Leadership “By the facilitating and liberating
few” leadership “by most”
Conversations that are one- To Communications that are
way, closed and directive “Open Conversations”
that stifle communication Engaging and stimulating
Managers that are To Managers that are “Enabling
“Controlling” & Empowering”
From Hierarchical To Flat, Lean, Network
Organisational models Organisations

5. From 20th Century… To 21st Century…
Limited creativity and talent To Endless free-flowing
expression creativity and innovation
Talent frustration To Talent exploitation
Performance To Achievement and outcome
measurement measurement
Aiming to satisfy our To Aiming to delight our
Citizens Citizens

6. From 20th Century… To 21st Century…
To
Functional Experts directing Holistic cross-functional teams
collaborating
Centralised directorship To Self Organising
Networked Teams
Power Dynamics & To Mutually supporting
Bureaucratic Manoeuvring communities and networks
Risk averse, fear and To Doing good, taking action
procrastination and Making a difference!

7. From 20th Century… To 21st Century…
To
Full-time workforce Agile flexible workforce
Management/Officer Driven To Customer/Citizen Driven
Organisational “Machine” To Living “Organism”
Distant from the Citizen To “The Community” and
and Community alongside the Citizen

8. From 20th Century… To 21st Century…
To
Unsustainable and Rebalanced and sustainable
unaffordable
Self-preserving To Serving
Rigid and immoveable To Adaptive and agile
Routine, mechanistic and To Dynamic, organic and
mundane Exciting!
Unjust, Unfair and Divisive To Fair, Equitable and Inclusive

9. Conclusions…
The only way to make the changes now necessary is to
empower us and set us free to envision: new options; a new
vision; and a new blueprint.
Time to face up to the challenges, and let new ideas shape the
future.
Critical Success Factors: Adaptive Leadership, Courage, Equity
Fairness, Innovation, Honesty and open Communications.
If only we could tackle the major issues and barriers and get
beyond politics and vested interests… what a difference we
could make!!

10. …..”If we are set free from the constraints we face, if we are allowed to
think the impossible, if we aren't exposed to blame, if we work “as one
for the common good”, then… WE KNOW we can help our leaders find
answers to the tough challenges ahead!”
© Dew Cadre Change (Associates) Ltd 2011 Sponsored by