6 secrets of transformation for a country
Post on 18-Jan-2017
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What is Transformation?
It becomes a totally different
organisation
It operates its business totally differently
Being“Character”
Doing“Action”
• Transformation entails fundamental changes in:– The way the organisation DOES its business (Doing)
– The CHARACTER of the organisation (Being)
It is not about minor tweaking!
You fundamentally change your action and this will result in a change of your organisation’s character
The Transformation Formula
Doing
(Action)Drives
Being
(Character)
Turnaround programme is an excellent way to change the doing side of the equation
Transformational Leadership develops via the following formula:
“Acting your way into a new way of being”
Ideas Results
“Actions” bring about
changes in “Character”
Actions Actions Actions
Changes in the “Character” of the
organisation
5
The 6 Secrets of Transformation
The Game of
Impossible
▪ Olympic targets
▪ Conquer the fear of failure
KPI
Anchorage▪ Anchor on Key Performance Indices
Discipline of
Action
▪ Plan and track results (daily, weekly, monthly)
▪ Reward and celebrate success
Situational
Leadership▪ Directive in the beginning of the journey
▪ Empower in the later part
Winning
Coalitions▪ Collaborate with key partners and stakeholders
Divine
Interventions▪ A lot of things are outside of our control (>60%)
Why Impossible Target?
• No transformation is required if the targets are
low / highly achievable
• If targets are “impossible”, you have to think
outside the box, and do fundamentally
different things in order to achieve it
• Therefore, by definition, real transformation
comes with the Game of the Impossible
Steps to make the “impossible”
happen
Stand-based future – “managing the present from the future”
Set “Olympic” targets (very few precedence, difficult to justify)
Conquer the fear of failure – conversations!
Create a game so large it will consume you
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Rakyat are
supportive of GTP
GTP Open Day Feedback -
What do the rakyat think about GTP?
They are happy
with the initiatives
under the NKRAs
84%Agreed
75%Agreed
But can we deliver
big results fast ?31%Agreed
Note: Does not include responses with no answers .* Across different NKRAs
And are confident
we will deliver
71%Agreed
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2
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8,500attended
(KL, KK, Kuching)
When Game of the Impossible
was first applied to GTP (2009),
everyone thought it was impossible…
Game of The Impossible:
Real examples in GTP
CRIME
• Reduction of street crime by 35%
• Reduction of index crime by 15%
1 2
3 4
LOW INCOME HOUSEHOLDS
• 99.75% achievement in reducing 44,463 hardcore poor
• 4,000 women entrepreneurs trained
URBAN PUBLIC TRANSPORT
• 2.43 million passenger increase in LRT
• 192% improvement in BET ridership
RURAL BASIC INFRASTRUCTURE
• 775km of rural roads completed (103%)• 27,209 household connected with
electricity (107%)• 16,926 new houses built (102%)
5EDUCATION
• 9,814 schools have been ranked• 1,486 pre-school classes have started 55,056 additional children have benefitted
6CORRUPTION
• 831 people arrested for corruption• 294 corruption offenders listed on the
website• 3,787 Government contracts published
Crime rose for 3 years prior to GTPCrime
Types of crime
Violent
crimes
Property
theft
2008
211,645
2007
209,582
2006
196,780
20091
209,825
▪ Robberies without firearms
▪ Gang robberies without firearms
▪ Robberies with firearms
▪ Gang robberies with firearms
▪ Assault
▪ Rape
▪ Murder
▪ Theft
▪ Snatch theft
▪ Motorcycle theft
▪ Car theft
▪ Van/lorry/heavy machinery theft
▪ Break-in (night)
▪ Break-in (day)
Hotspot-based deployment
Pre-NKRA
• 1 Contingent, 5
Districts
• 22 Balai’s (Stations)
• 501 Sectors
• 2,892 police officers
deployed for street
patrolling
• 1 Contingent, 5
Districts
• 22 Balai’s (Stations)
• 11 hotspots, eg
Pudu, Bukit Bintang
• 2,892 police officers
deployed to patrol at
hotspots
NKRA Approach
The Kuala Lumpur Story ILLUSTRATIVE
5.8 police officers
assigned to patrol Bukit
Bintang every day
263 police officers
assigned to patrol Bukit
Bintang every day
Crime
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Large-scale mobilisation
in three 3 waves
From Non hotspot
to Hotspots
From Back-Office
to Front-line
From the Jungle
to the City
14,222 7,402 8,140
▪ 14,222 officers deployed to
50 crime hotspot area
–KL: 2,892
–Selangor: 5,223
–Johor: 3,366
–P. Pinang: 2,741
▪ 7,402 personnel
reassigned from back-
office to front-line
▪ 4,013 civil servants
transfer to PDRM Balai
back-office
▪ 8,140 Polis Hutan deployed
to fight crime in hotspots on
rotation
–Each rotation with Kuala
Lumpur (1,000), Selangor
(1,000), Johor (1,000), and
Pulau Pinang (1,000)
+ + = 29,764
Crime
496CCTVs
installed at
12 PBTS
753Balai Police
Ranked & awarded
358,811Rakan Cop Members
(public)
were activated
4,979*RELA & JPAM
members were
deployed to the hotspots
Other initiatives in 2010
*4,979 =
3,663 RELA + 1,316 JPAM
Crime
15% drop in
Index Crime
Jan-Dec
2009
Jan-Dec
2010
209,825
177,520
-15%
-32,305
Jan-Dec
2009
Jan-Dec
2010
38,037
24,837
- 35%
-13,193
35% drop in
Street Crime
Crime
(Results : January – December 2010)
ETP: Anchoring on GNI per capita
Decompose the recommendations / projects into contribution to GNI per capita
Make each lab member accountable to the justify the contribution to GNI per capita
The whole lab members should and challenge the proposals by the private companies or recommendations
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NUMBERS DO NOT LIE
188
523
USD billions
Nominal GNI
Incremental GNI impact of
~USD 250 billion by 2020
112
2020 GNI
Target
Entry Point
Projects
(EPPs)
Growth in
other
sectors
138
2009 GNI Business
Opportunities
(BOs)
11 Sector NKEAs
1 2
86
3
2020 GNI
per capita:
USD 15,000
CAGR
~6%
The Tourism example
Tourism
• Which project has the largest potential GNI contribution?
• Which project can generate the fastest and the largest tourist receipts?
• Which project can generate large number of job opportunities?
• Which project has the largest spin-off effects to the local economy?
Discipline of Action
Agree what constitutes success and measure
Breakdown action plans into detailed activities
Plan and track results (alongside action plan)
Roll your sleeves and get into the details
THIS IS REALLY HARD WORK BUT EXCITING!
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2
3
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Examples of Discipline of Action:
Lab Action Plans
Must clearly nail down the action plans in the lab :
•What activities required?
•When is the estimated date of completion?
•Who will do the work?
•What is the estimated investment / budget required?
Actual
example
taken from
Crime Lab
xxx
Discipline of action requires constant
monitoring: e.g. via Blackberry
Weekly reports
Examples:
• Project progress updates
• NKEA highlights, lowlights and head-ups
• NKEA reports
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PEMANDU + Ministry + Civil Servants work together…
Leverage + Discipline of Action
Ministerial
Meetings1
•NKRA front-line•~500,000 at federal
and state level•(1.2 million civil
servants)
•Ministry •DMO +
Ministerial• teams
•PEMANDU
•DPM /• Cabinet
Delivery Task Force
(DTF)
Meetings3
Problem Solving
Meetings (PSM)2
Dis
cip
line
of A
ctio
n M
ee
tin
gs
Monthly
(6-8 hrs /
month)
Weekly
(6-7 hrs / week)
Weekly
ETP Governance Structure is key
ETP Forum
Economic Council
NKEA
Steering
Committee
EPP / BO
owners
Semi-Annual
Weekly
Monthly
Year-round
PM Engagement with EPP Owners
/ Private Sector Owners on overall
update
Weekly monitoring & NKEA update
with dedicated sessions to problem
solve major issues
Problem Solving sessions at the
NKEA level led by Lead
Minister(s). Investment Committee
headed by MITI; MIDA will also be
involved.
Implementation of the EPPs / BO
Secretariat
Respective
Ministries / EPP
owners
Lead
Ministries
Investment
Committee
Monthly
Change leadership style based on team development
Dissatisfaction
STAGE 2 STAGE 3 STAGE 4
Resolution ProductionOrientation
STAGE 1
Productivity (Competence)
Morale (Commitment)
Directive Style Empowering Style
Situational Leadership
Winning Coalition
No man is an island
GLC – Conflicting shareholders’ requirement i.e. government versus investors; business versus politics
Investor Relations
Staff Engagement
Collaboration with competitors
IT’S ALL ABOUT MANAGING POLARITIES
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Stakeholders that we need to engage &
syndicate
Lab Core Members
PM , Cabinet,
Ministries
State
Governments
NGOs /
Special
Interest
Groups
Associations
/ Chambers
of Commerce
Public
1,000-person workshop selected 12 NKEAs
1,000+ movers and shakers (CEO & top leaders) from
200+ MNCs, GLCs, SMEs & Ministries & Govt agencies
500+ member lab from 210 companies, 13 NGOs & 32 government agencies produced ETP roadmap
Divine Intervention:
Two Experiential Human Paradigms
Human beings have
limited control / influence
over what happens
Life is a continuous
reduction of options time
40%controllable
60%uncontrollable
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How do you get
divine intervention?
(1) On values and actions
• Be a good human being (a pre-requisite
to be a leader)
• Litmus test is a clear conscience
• Conviction is grounded within one’s
conscience
• J. Galtung : Theory of social cosmology
I firmly believe that any man’s finest hour – his greatest fulfillment to all he holds dear - is that moment when he has worked his heart out in a good cause and lies exhausted on the field of battle – victorious.
- Vince Lombardi
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(1) On Ethics
• Operate in the “white” (not “grey” and
“black”)
• Step into the “grey” but step back into
the “white” (never stay in the grey too
long)
• If you stay in the “grey”, your
conscience is modified to see “grey” /
“black” as acceptable
The quality of an individual is reflected in the standards they set for themselves.
- Ray Kroc
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white
grey
black
How do you get
divine intervention?
(1) On Self - Renewal
• Good people must learn to live with
solitude (loneliness)
• Solitude : to be alone in deep reflections
for self-renewal
• Be grateful (don’t take things for granted)
• The “Theory of Enough” in the Empty
Raincoat (Charles Handy)
Keep your face to the sunshine and you cannot see the shadows.
- Helen Keller
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How do you get
divine intervention?
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