organisational development supt dave hill lewis gabb (civilian) northamptonshire police...
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Organisational
Development
Supt Dave Hill
Lewis Gabb
(Civilian)
Northamptonshire Police
Culture
People
Strategy
Structure
Process
Comprehensive Spending
Reviews (CSR)
Big Picture…Today I can announce a raft of
reforms that we estimate could
save over 2.5 million police hours
every year. That's the equivalent
of more than 1,200 police officer
posts. These reforms are a
watershed moment in policing.
They show that we really mean
business in busting bureaucracy.
Theresa May
I will be ruthless in cutting out waste, streamlining structures and
improving efficiency.Theresa May
Who and what do we represent?
• Population of 640,000
• Employees –1300 Officers and 1200 Police Staff• Remit – Policing……
Innovation Fund
Culture
People
Strategy
Structure
Process
Organisational Development
• Policing Plan
• Mobile Data
• Agile Working
• Volunteers
• Specials• Cadets
• Core Skills• Leadership• Wellbeing• Talent
Management
• Triaster• Process
Evolution
Interoperability• Fleet• Co-location• Prevention and • Community Protection
Regionalisation• Police Business
Services
OD
The secret of all victory
lies in the organization
of the non-obvious.
Marcus Aurelius
Organisational Learning
Command and Control Project
Evidence Based Policing Consultancy – OrganisationalDevelopment
“Put
a g
ood p
ers
on in
to a
bad
pro
cess
and t
he p
roce
ss w
ill W
IN
eve
ry t
ime”
W. Edw
ard
s D
em
ing:Custody Projects
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Systems and Lean-------------------------------------------------------------------
Culture eats strategy for breakfast
Police vs Civilian – What parts do we play?
Learning is not compulsory... neither is
survival.W. Edwards Deming If you only have a hammer…
you will see all problems as nails
Abraham Maslow
Define: What is the full scope of the process? What is the improvement required/What is going wrong?
Measure: What is the current measure of performance? What is needed to deliver excellent performance?
Analyse: Analysing the entire process to identify the critical gaps in performance. Identifying the sources andcauses of variation in performance.
Improve: Develop potential solutions and design of the improved process to address the root causes. Development of implementation plans.
Control: Determining the realised benefit and ensuring controllable performance
TOO
SLOW
1+8?
Clashing of cultures...‘The Holy Grail of service delivery/ production is to achieve all three through continuous improvement and process refinement...’ Tim Ozdemir
21st Century Business Intelligence Mechanism
"A company is a multidimensional
system capable of growth, expansion,
and self-regulation. It
is, therefore, not a thing but a set of interacting forces. Any
theory of organization
must be capable of reflecting a company's
many facets, its dynamism, and its basic orderliness.
When company organization is
reviewed, or when reorganizing a
company, it must be
looked upon as a whole, as a total system.“- Albert Low
Zen and Creative Management
‘Slow down to speed up’ - Steve Benfield, Managing Director of Beech Consultancy
Enabling fast informed change
We are here
Why? The marketing ploy of creating dissatisfaction with the current position
A true organisational continual improvement model has never had the foundation to be implemented
We are inconsistent in our approach to delivery
We are constantly trying to familiarise ourselves with our processes
We have an inefficient ability to access corporate knowledge We create and rely on people who represent single points of failure in regard to their business process knowledge
Our restructures are based on a function follows form approach. As our understanding of our functions should allow us to design/redesign our form…
'It's not enough to do your best, you must know what to do and do your best'. W. Edwards Deming
Two methods of approach…
Why? Let’s not just change the way we work, let’s transform it by:
Creating a current single point of reference for everything we do
Utilising it to model change and understand its impact on people, process and finances before we implement them
Utilising it to understand the demand on our business…specifically our staff…
Leading to a point where evidence based continual improvement is business as usual…
Reaching a point where we truly know ourselves and thus what it is that will allow us to improve
‘He who knows others is wise; He
who knows himself is enlightened’ -
Lao-Tzu Chinese Philosopher
(604BC-531 BC)
Two methods of approach…
The vision approach
People don't buy what you do,they buy why you do it.
Simon Sinek
Cultural Challenges Making a large part of our performance management focused on process adherence
No more change for changes sake…no more change just to gain evidence for career development….we can’t afford it…no more projects ‘doomed to success’…
All business processes will have owners…all aspects of Change will be calculated and understood before implementation
It’s not a question of whether this is a good idea…the question is are we brave enough?
To make our change process becomes a tested and modelled evidence led one size fits all approach
The organisation is bigger than me
Don't quit. Never give up trying to build the world you can see, even if others can't see it. Listen to your drum and your drum only. It's the one that makes the sweetest sound.
Simon Sinek
Evolution in progress…
Triaster
CrimeProcess
HR/MFSS
PoliceBusinessServices
Crime, Intel and
Case systems?
Regional Forensics
?
Regional Crime and Justice?
Evolution is a processof constant branching and expansion
Stephen Jay Gould
Building Blocks to transformation
Knowledge is power. Information is liberating. Education is the premise of progress, in every society, in everyfamily.
Kofi Annan
Continuing Journey…
What is inevitable?
Without accepting the factthat everything changes, we cannot find perfect composure. But unfortunately, although it is true, it is difficultfor us to accept it. Because we cannot accept the truth of transience, we suffer. Shunryu Suzuki
?
Our inspiration…
Thanks for listening
If you have any questions please catch up with us over the next couple of days at the conference
Superintendent Dave HillLewis Gabb
Coffee break! until 11.20am
Business Track: A roundup demonstration of the most beneficial Triaster Solution functionality with Carma Cooper and Victoria Glancy
Technical Track: Getting the most Useful Information from your Stencil and Template with John Blight and John Goldsmith
Main conference roomAsk the experts – Communications package, HTML5 design and TickIT+
#triaster
Triaster Conference 2014
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