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Jim Alexander KPMG LLP

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Too many changes can upset the balance. Can't complete ... From Vision to pragmatism ....you bring capacity to deal with complexity. 13. Complex Change ... – PowerPoint PPT presentation

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Title: Jim Alexander KPMG LLP


1
KPMG LLP (CANADA)
Complexity and ChangeBringing Clarity to the
Boardroom Table
ADVISORY
Jim AlexanderKPMG LLP
2
Complexity
3
Simplicity
4
Complexity Change
  • Change
  • Too many changes can upset the balance
  • Cant complete before next group of pressures

5
Change Clarity
  • Changes
  • Understanding the relationships

6
Drivers of Public Sector Change
  • Macro-level
  • Economic shifts
  • Political shifts (new leadership/governments)
  • Social (e.g. demographic, education, generational
    shifts)
  • Conflicts and natural disasters
  • Efficiency and Effectiveness
  • Increase relevance, responsiveness decrease costs
  • Building and Maintaining Trust

7
Public Sector Value Chain
Strong services internally and externally
contribute to confidence in the public service
Internal Services
Engaged Supported Employees
Citizen Service Satisfaction
Trust Confidence
External Services
Modern and Transformed Government
8
Change is more Challenging in the Public Sector
Because
  • Public enterprises are more complex than private
    (1-2 orders of magnitude)
  • Public enterprises have a duty to address all
    knowable implications of their policies and
    actions
  • Public enterprises use very different business
    paradigms and semantics
  • guardian values vs. merchant values (Jane
    Jacobs)
  • Equity and access vs. customer profitability and
    delight
  • Programs vs. markets citizens vs. shareholders
  • Outcomes and impacts vs. market share and profit
  • Public enterprises collaborate and compete under
    different constraints compared with the private
    sector

9
Challenge of Scale Complexity
10
The Foundations of Successful Transformation
Execute Implement
Educate Build Capability
Elaborate Plan
Envision Design/Architect
Evaluate Assess
  • Success requires
  • Long term perspective and context but short
    term progress
  • Progress in the most critical areas
  • Efficient use of public funds
  • Achieving multiple outcomes (e.g. cost savings,
    capacity building, private sector involvement)

and can only be achieved by design
11
Enterprise Architecture
  • Use of structured methods to plan and design
    complex business changes.
  • Alignment
  • the design of a business and its critical
    resources with its strategic vision
  • Uses
  • The business case for strategic change
  • Innovations in business strategy, operations or
    supporting technology
  • Changes to enterprise supply chains or delivery
    channels, including shared services, outsourcing
    and off-shoring
  • The business value of investments in information
    and technology
  • An emerging best practice within governments and
    large corporations across the world
  • Canadian approaches are world-leading on the
    implementation of EA reference models in public
    sector transformation projects

12
How do Organizations drive Innovation?
  • CIOs and IT organizations what do you bring?
  • Innovation needs context
  • Perspective
  • A focus on outcomes
  • From Vision to pragmatism
  • .you bring capacity to deal with complexity

13
Complex Change.Requires a Blueprint and a
Roadmap
14
The Governments of Canada StrategicReference
Model (GSRM)
  • A common approach to viewing the business
  • Provides a consistent definition of and
    structural framework for programs, services and
    the value they deliver
  • The ability to consistently categorize allows for
    rich analysis based on these consistent
    groupings
  • Originally developed for use in municipalities,
    and used successfully in provinces and the
    Federal Government

15
Models to Describe the Enterprise
16
Enterprise DesignContribution to the Change
Agenda
Program Modeling
Value Chain Modeling
17
Enterprise Business Architecture in a Gov 2.0
World
  • Enabling client centric service delivery
  • Potential for seamless, no-wrong-door access to
    government services from client perspective
  • Enabling provider community based delivery
  • Emergence of cross-program, cross-sector and
    cross-jurisdiction communities of program
    managers and service providers
  • To collaborate in policy development, program
    design, service management and service delivery
  • Based on overlapping accountabilities for target
    groups, needs, outcomes and outputs

18
Enterprise Architecture a roadmap in an
increasingly collaborative world
  • The challenge
  • Requirement for program managers across
    organizations and jurisdictions to collaborate in
    achieving better outcomes for overlapping target
    groups or needs
  • Where clarity will be needed
  • Accountability of program manager for outcomes
  • Role of community-based reference models
  • Clarifies and harmonizes definitions of target
    groups, needs and outcomes
  • Sharing of best practices in policy making and
    program design, development, implementation and
    management

19
Enterprise Architecture Portfolio Planning
Support Effective Change Governance
Architecture provides the blueprints
Portfolio management provides the roadmap
20
Enterprise Architecture Portfolio Planning
Support Effective Change Governance
  • Governance determines
  • Which projects receive
  • Based on architectural blueprints and emerging
    priorities

21
Enterprise Architecture Portfolio Planning
...Support Effective Change Governance
  • Without project portfolio management
  • Enterprise architecture
  • shelf-ware

Without architecture Project portfolio
management investment decisions in the dark
22
Enterprise DesignContribution to the Change
Agenda
23
Contact Information
  • Jim Alexander
  • Senior Principal, Enterprise Architecture
  • KPMG LLP
  • (613) 212-3691
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