In some public sector strategies the aim is to improve the productivity but there is also anticipation of a new leadership. In public sector offices instructions used to be signed by one man and then all the public and personnel obeyed. Budgeting was supposed to take these offices to a more business-like supervision.
Certain problems still prevailed. There seemed to be little or no connection between the annual actions and their budgeting; change management and project-like financing arose a problem time and time again. One thing is common in both private and public sector: sub-optimization.
Productivity is haute couture in the Aging Europe
Anja Alasilta blogged about result-based rewarding in emergency call centers (F). Quantities and rewarding seem to be an equation with few solutions in all public sector.
Productivity states that its measure should be, say, phone calls per call center worker. That rate will thus get improved only if "You just talk faster to the customer"?!
Tax Administration took the customer in the focus by early 2000's. Niche experts needed to broaden their horizons, and all of a sudden there was no point in counting bits and pieces. The real issue was to track the whole customer process. What happens to the quality of a tax return if our guidance is A, B or C?
We began to talk about the impact of our actions. Instead of viewing our own doings alone, we now search impressiveness in customer's process.
We talk about the new leadership as something that is insightful and participative for our personnel. We are looking for ways to support innovations and their dissemination. How do you do that?
What kind of organization would best support innovation?
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