FLEMISH GOVERNMENT DEPARTMENT
TRANSFORMATION FROM A STATIC TO A DYNAMIC ORGANISATION
A dynamic and tailor-made Business Proces Management System supports this organisation towards agility & flexibility in an ever-changing market.
Scope: Total organisation, 4500 people, 6 provincial and 3 central departments.
Location: Brussels & Antwerp (Belgium)
Strategic Challenge
One of the strategic objectives of this organisation was to move towards a more agile & flexible organisation to meet customers’ needs in an ever-changing market. A dynamic and tailor-made Business Process Management (BPM) System was the solution.
This system needed to
Transform the organisation from a static to a dynamic organisation
Bridge the gap between strategy and execution
Foster vertical and transversal collaboration by transforming silo-working and by transforming ad hoc initiatives to aligned initiatives.
Assignment
Build and implement a dynamic and tailor-made Business Process Management (BPM) System to move towards a higher organisational maturity
Coordinate and facilitate this transformation program.
Approach
Coordinated and facilitated this change program in co-creation with all involved management layers and experts:
1. Reviewed and assessed the current way-of-working.
2. Identified strengths and weaknesses, unclarities, inconsistencies and flaws, in relation to the desired vision and strategy.
3. Identified specific organisational needs
4. Designed/developed a tailored Business Process Management (BPM) System to realise the desired needs in line with mission, vision & values, based on 6 pillars:
A horizontal customer-driven and domain-driven organisation structure with self-organised domains, driven by domain-coaches.
A product and process framework, in line with customer needs and in line with the customer-driven domains.
A (horizontal & vertical) collaboration model between teams, management levels, (de)central departments inside & outside the organisation, with clear roles & responsibilities.
Integrated strategic objectives, translated into tactical and operational objectives, supported by a Performance Management System.
A dynamised CMOL Leadership model (Coaching, Management, Ondernemerschap/Entrepreneurship, Leadership) with clear behaviours and leadership style.
A reflective meeting model and structure with clear decision lines.
5. Implemented this BPM-system in a pilot: Antwerp provincial department.
6. Transferred knowledge to the internal consultant-coaches for roll-out in the other provinces.
Results
Resulting in a (cultural) change of:
Higher collaboration and co-creation between Provincial and Central departments and teams
Aligned connection between the strategic, tactical and operational management levels, leading to discussing the right topics at the right management level
Higher customer focus
Less complexity and more integration: all (fragmented) objectives are now simplified and fully aligned with strategy + all (fragmented) initiatives are now aligned and integrated with vision and strategy, allowing for prioritisation and leading to better workload-distribution in the workplace
Better use of time and energy, leading to less waste and frustration
Aligned and connected leadership style in line with team needs
Higher engagement and transparency: every employee sees and accepts its role and contribution in the realisation of mission, vision and strategy
An efficient & effective meeting culture
Higher quality decision making due to better data
A learning culture of continuous reflection and optimisation.