1. Business and Leadership Development IT Division

2. From Orders Clerk to Proactive Supplier 20082014

3. Impact Goals 2008- The IT organisation offers a good working environment, has distinct roles and makes optimum use of resources (time and money as well as staff) The IT organisation delivers IT services that are clearly defined in terms of content, quality and performance (time, cost and resources) The agreed service level to the business is maintained

6. Scope of the Change Programme Individual coaching Continuous improvement Group seminars CC (1day) Seminar 1 2 days Seminar 1 2 days Review The Gaia profile Management, reviews CC Seminar 2 2 days Seminar 2 2 days Seminar 3 1 day Seminar 3 1 day Seminar 5 1 day Seminar 5 1 day Kick-off meetingMy development planValues and behaviour Survey Seminar 4 1 day Seminar 4 1 day

7. Preconditions A baseline survey was conducted among ITA managers Strengths and challenges were identified A common vision must be created and objectives defined All managers need: Increased self-awareness and understanding of the organisation as a whole To use the same tools and terminology The same common values as a basis for their leadership All managers must be prepared to do what it takes to develop themselves and strengthen their team – holistic approach

9. Common values Leadership philosophy Mission Focus area Vision The Cathedral

10. Proactive Leadership Interaction between the whole and the integral parts – between the business and the individual Interaction between structure and culture Managers and co-workers share the view that we are all part of the same whole, and act accordingly Managers and co-workers have a coherent picture of the overall challenges, and work independently towards common goals Managers and co-workers take responsibility for the whole by applying a customer/supplier perspective Managers and co-workers make use of the various strengths, differences and competence of all individuals and of the group

11. Leadership Leadership upwards Really feeling part of the whole in my role and assertively docking my competence, talent and driving force with the needs and challenges of this whole, thereby creating value and positive development. Peer leadership Based on the needs and challenges of the whole, creating strong partnerships with other parts of my organisation, assertively contributing to the success and development of each and every one of us. Leadership outwards Based on a holistic perspective, identifying and leading events in the world at large. By creating partnerships with interested parties, being able to develop, both in the organisation and in society as a whole. Leadership downwards Being an attractive leader who challenges his or her co-workers to use their driving force and competence to achieve the desired results. Investing in staff development and creating important conditions for internal and external growth. My Personal Leadership - inwards Through more in-depth self- knowledge and contact with my own needs and driving forces, taking responsibility for my own development and motivation.

12. The Proactive Supplier Regards the commissioning body as a customer Acts like a business within the business Always thinks of the bigger picture Creates his or her own future and does not become a victim of circumstances Is the opposite of the passive orders clerk

13. The Proactive Supplier - Part 2 Recognises the customer’s perspective with regard to the products and services that are offered. Understands the customer’s challenges, needs and problems and can therefore proactively adapt its products and services. Understands the customer’s dreams and ultimate aims. Has a good knowledge of the market and establishes partnerships with other suppliers. Understands the qualities of other suppliers and successfully develops mutual collaboration. Never finds itself in situations of competition.

14. What is required for us to become… ”A clear, modern, professional, committed and involved parliamentary administration, offering even better support to the parliamentary process.” from Roadmap 2014

15. Vision The Cathedral - Vision Common values Leadership philosophy Mission Focus area

16. Our Vision as a Role Model Our IT operations serve as a role model for parliaments all over the world. We share our experiences and contribute to international developments through the exchange of ideas. Our methods, approaches and technical solutions are of great international interest.

17. Our Vision as an Employer We have an open-minded culture – we try out new ideas, evaluate new technologies and working methods – where everyone has a role to play. We want to be an ideal workplace where all of our co-workers, suppliers and customers are happy. Having a happy workplace means that we can supply the best products.

18. Our Leadership Vision Clear leadership resulting in transparency and trust by providing feedback in all directions contributes to our credibility. Clear leadership makes things easier for everyone working in the organisation, leads to higher energy levels and creates a positive atmosphere. Dynamic leadership leading to creative innovation and development. We are regarded as brave and challenging, and are successful.

19. Our Partnership Vision Winners want to work with winners. We always base our work on holistic needs and challenges. Our leadership works actively to create strong partnership collaboration with all parts of our organisation and the rest of the world. Partnerships are crucial for success – partnerships strengthen us in our mission and make us more skilful suppliers of IT. Our partners succeed in their missions.

20. Our Culture Vision Stimulating approaches and culture leading to co-workers who want to learn new things and share their experiences. Ideas are carefully considered, which helps us grow as individuals, in our teams and as an organisation. Clarity leads to efficiency, awareness and the desired results. Modern approach – we use modern technology and modern working methods. This is stimulating for our organisation and our co-workers. Our trademark is strengthened – for both the organisation and our co- workers. We are perceived as an attractive and successful workplace. Core values – we live and work in accordance with the Riksdag Administration's set of core values.

21. Our Product Vision We intend to provide the best possible services, which means that they should be modern, flexible, innovative and practical. We provide the right product at the right time – our supply procedures are always correct. This makes us proud of what we provide.

22. Our Competence Vision Our work at ITA is characterised by self-reliance and accountability. We take responsibility for our own development and are an asset to operations. We have competent staff, making life simpler for all involved with a higher degree of efficiency. We are regarded as a professional employer. We have skilful and competent colleagues, which helps to create an inclusive climate. We help to strengthen and bolster each other and our services. We are aware of our talent.

23. Our Structural Vision We work with clear management and follow-up of operations through systematic reporting structures. This helps us use our resources more economically and work with the right things. We make well-founded decisions based on clear and thoroughly prepared background materials. This leads to better quality control of the services we provide. We feel satisfied in our work. Transparency of information. Our information is accessible, comprehensible, complete and clear. This leads to a high level of efficiency and security, both internally and in relation to the world at large.

24. Mission The Cathedral - Mission Common values Leadership philosophy Focus area Vision

25. Underlag till missionen 1 Primary mission of the Riksdag Administration and the IT Division: To support the parliamentary process This is accomplished by: Providing supportive IT services that simplify the parliamentary process and render it more efficient Joining with the Administration, the secretariats and the members in a powerful and well-functioning partnership We are characterised by: Being a positive and energetic division that responds to challenges in an attractive and creative manner Acting as an integral part of the Administration’s operations Contributing with understanding and knowledge to developing the Administration with IT Creating opportunities for the secretariats, members and the Administration Being well-prepared for the challenge of change Maintaining an open dialogue with our partners Acting as a true IT partner This contributes to: Inspiring confidence, being relied on and trusted Us being the IT partner of choice Receiving and providing energy Us being considered an integral part of the Administration’s operations Our Mission

26. Competence Control Culture Partnership Products The Cathedral – Our Focus Areas Common values Leadership philosophy Mission Vision

27. Transformation Map ControlProductsPartnership Culture Competence

28. Syfte En väl fungerande styrning är avgörande för att ITA ska kunna nå ett bra resultat och genomföra en effektiv och kostnadsmedveten verksamhet. En bra styrning gör oss handlingskraftiga, flexibla och resursstarka Mission Vi arbetar med tydlig styrning och uppföljning av verksamheten genom systematiska strukturer för rapportering. Det leder till att vi hushåller optimalt med våra resurser och jobbar med rätt saker. Focus Area – Control 1.(Kostnadsmodell etablerad i hela förvaltningen) (2017) 2.Kostnader och resurser syns för respektive PO (2015) 3.Modell för (PO) produktägarskap är implementerad (2015) 4.Samordnad verksamhetsplanering inom ITA (2015) 5.Övergripande uppföljning av ITAs leveransförmåga (2015) 6.Infört arbetssätt och modell för prioriteringar och avvikelsehantering (2015) 7.Formade arbetssätt och modell för prioriteringar och avvikelsehantering (2015) 8.Metoden ”Den offensiva leverantören och det personliga företaget” är etablerade som verktyg - Offertprocessen etablerad i hela avdelningen (2015) 9.Systematiskt mål- och visionsarbete infört. Utveckling och förbättring medarbetare delaktiga (2015) 10.Systematisk och strukturerad medarbetaruppföljning (2014) 11.Forum och ledningsformer fastställda (2014) 12.Endast avvikelser rapporteras (2015) 13.Chefsutvärderingsmodell baserat på ledarskap 5.0 implementerat.(2015) 14.Medarbetarutvärderingsmodell baserat på värdegrund, mission och vision implementerad 15.Löpande uppföljning av våra styrdokument (2014) 16.Verksamhetens mål är förankrade och tillgängliga på alla nivåer (2015) 17.Alla it-projekt följs upp, värderas efter nytta (2014) 18.Varje it-projekt har en beskriven livscykel där kostnader är presenterade (2014) 19.Leveranser till kund följs upp (2014) 20.All relevant information strukturerad och tillgänglig (2014)

29. Common values Leadership philosophy Mission Competenece Control Culture Partnership Products Vision The Cathedral – Common Values

30. Common Values Honesty Loyalty Passion Performance Respect Courage Structure

31. Example Behaviours ValuesConstructive behaviourGrey areaDestructive behaviour StructureFollowing established, proven patterns Processes that simplify and improve operations Orderliness Defined goals and targets Repeatedly ”re- inventing the wheel” Following non- established methods Weak processes and diffuse goals Following obsolete patterns Working without goals or targets SincerityKind treatment between co-workers Maintaining a constructive dialogue Listening to and appreciating other opinions Confidence contributes to openness Openness creates opportunities for good decisions Fear of divergent opinions Insecurity restrains openness Closed discussions Silence Fear of sharing opinions