1. Implementation of the strategy
Bo Johansen

2. 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

3. 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)

4. 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

5. 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

6. 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

7. 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

8. 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

9. 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
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10. Hierarchy of contracts
Ministry
General Director
Director
Director
Director
Director
Division
Division
Division
Division
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11. 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

12. 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

13. 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

14. Break-down of objectives
Activities
Elaboration of an evaluation scheme for personal and professional development before 1 February 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 The plan must include actions, expected outcome actions and evaluation of actions.
Implementing the actions before 1 January 2012.

15. Follow-up
Status 3 or 4 times Systems for monitoring Continuous assessment Need for correcting actions
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16. 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
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17. 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
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18. 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
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19. Example

20. Scorebook
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21. 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
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22. Timeline Strategic Challenges External Contracts Internal August
September
October
November
December
January
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23. 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

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

25. 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

26. Example

27. Follow-up on departemental contract

28. 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

29. Example

30. 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