Implementation of the strategy Bo Johansen

Changing the organisation Implementing a strategy is changing the organisation Every action intends to change the organisation Change: a sequence of actions that put together make up the change Coordinated, prioritized and in the same direction Preconditions for change Ownership to the strategy by the top management Human resources Technology Communication of the goals and expected outcome internally and externally

Frequent follow-up and learning Plan – Do – Check – Act (PDCA) STRATEGY: FROM OBJECTIVES TO RESULTS Annual Objectives Background Internal Implementation Performance Results Department contracts Division contracts Action plans Release calendar Strategy Partial Strategies Code of Practice Annual report Other reports Work Processes Organisation Leadership Development of competences Statistics Production Chargeable services IT-Development New Legislation Changing needs in society Work Plans Performance contracts Government appropriations Own revenue Accounts Performance bonus Qualifications bonus Promotion Internal distribution of resources Budget Frequent follow-up and learning Plan – Do – Check – Act (PDCA)

Contract Management Standard in the government sector Mission and vision Annual contracts a concrete tool Small manageable steps Contract concept mutual aggrements no retaliatory measurements When MV is established – find the path to get to the goal and detemine what steps are necessary. Annual contracts is a concrete tool to get close to the MV 9/16/2018

Challenges for the NSIs Politicians and other users expects better and faster statistics Demands of easier access to statistics Financial cuts Competition with the private sector in purchasing qualified employees New technologies New management theories New governments and changing political focus Politicians and other users expects better and faster statistics fx faster preliminary results from NA -> financial prognoses Financial cuts 2 pct. New technologies affort to implement, affort not to New management theories Excellence, BSC 9/16/2018

Possible ways of responding Effective working procedures Digital solutions Technological development Good working conditions Competence building Documenting your institution’s special characteristics, abilities and results Introduction of contract management Effective working procedures Faster stat, financial cuts Digital solutions faster, better, easier, effective Good working conditions comp. private sector Competence development Quality Employees Documenting your institutions special characteristics, abilities and results Internet. Help in situations of cuts Introduction of Contract Management Help to focus Help to get in right direction 9/16/2018

Overview Strategy Long-term objectives Policies Work programme Performance Contract Departmental Contracts Contracts at the level of division Specific annual goals Annual report Other reports Results CM part of GRM 9/16/2018

The contracts Written agreement on which way we are going Closer to the mission and vision Outcomes desired by society and users Goals Specific, Measurable, Ambitious, Realistic, and Time-scaled SMART Prioritized Degree of fulfillment Degree of fulfillment No retaliatory measurement 100 pct. is not good 80-90 pct. best 9/16/2018

Purpose of Contract Management Better management effectivity productivity quality step-by-step closer to the goals in the strategy Focus on central issues Working towards common goals Involvement of the employees Mutual understanding Involvement of the employees 9/16/2018

Hierarchy of contracts Ministry General Director Director Director Director Director Division Division Division Division 9/16/2018

Important management tools Ministry Director General NSI Director Department Head of Division Grant Delegation Delegation (resources) (resources) Contract (goals) Contract Contract (goals) (goals) Society in general Results Results Results

Goals and measurements Relevant for directing the institution Balanced and covering all substantial areas Few but essential Possible to influence by the institution SMART (specific, measurable, ambitious, realistic, time-scaled) Coherent from top to bottom Method of measurement should be clear Follow-up is important not diff. directions avoid that good results attained at the expense of other results overview and focussing otherwise not rel. for directing inst. too high: demoralizing, too low: no effect not only the management, also employees no soft intensions that can be interpreted also in order to follow up 9/16/2018

Break-down of objectives Strategic objective SD want to keep our employees in order to gain a higher knowledge base Goal SD wants to make sure that the employees within 2012 feels that they have good opportunities for personal and professional development Demands on performance 80 per cent of employees should feel good opportunities for personal development 90 per cent of employees should feel good opportunities for professionel development

Break-down of objectives Activities Elaboration of an evaluation scheme for personal and professional development before 1 February 2011. The employees will be involved in the work. Investigation of the results completed before 1 April 2011. Elaboration of plan of action, based on the results, before 1 September 2011. The plan must include actions, expected outcome actions and evaluation of actions. Implementing the actions before 1 January 2012.

Follow-up Status 3 or 4 times Systems for monitoring Continuous assessment Need for correcting actions 9/16/2018

Scoreboard Points as weight for strategic importance Greatest if important for fulfillment of Statistic Denmarks strategy Clear what gives points Points should be graduated Sum up to 100 9/16/2018

Performance Contract Contract with the Ministry Still an independent institution Better dialog between Statistics Denmark and the Ministry Main content Mission and vision Strategic challenges Goals Scorebook 9/16/2018

Strategic Challenges Closer to mission and vision Impartial statistics about society as the basis for democracy and national economy One of Europes most user friendly and data-supplier friendly statistical institutions Effictive and innovative Attractive workplace Support government strategies Growth strategy Administrative simplifications Digital administration Coping with financial cuts EU-legislation 9/16/2018

Example

Scorebook 9/16/2018

Process of preparation August-September: Strategic challenges and general goals Administration and Management Status on present state Outcomes expected by society September-October: Specifying goals Management, divisions and Administration Draft send by Statistics Denmark to the Ministry Meeting with the Ministry (chiefs) November: Final adjustments Meeting with the Ministry (technical) December: Approval Board, employees, ministry December-January: Goals for department and divisions 9/16/2018

Timeline Strategic Challenges External Contracts Internal August September October November December January 9/16/2018

Performance Contract 2013 General regarding statistics Reporting Actuality and punctuallity Quality and reliability Reporting Digitalization of communication with respondents Reduction of the burden of respondents New statistics Global economy, environmental accounts and working time accounts Dissimination Usability of StatBank and home page Efficiency Economic management (2 goals) Productivity 9/16/2018

Follow-up on performance contract Follow-up is publiced as part of the Annual Report Content Report Fulfillment of the goals Accounts

Departmental Contracts Contract between director general and the directors of each department General goals from performance contract General internal goals Specific goals relevant for the department 9/16/2018

Example

Follow-up on departemental contract

Contracts at the level of division Last element in the chain of contracts Ensuring the fullfilment of performance contract and the departemental contract More technical and detailed At the level of action/task Not at the level of employee

Example

Goal and Result Management Strategy Policies Long-term objectives Work programme Performance Contract Departmental Contracts Contracts at the level of division Specific annual goals Annual report Other reports Results CM part of GRM 9/16/2018