• Business
    • Case Studies
    • Companies
    • Growth
    • Strategy
  • Functional
    • Finance
    • HR
    • Marketing
    • Science & Tech
  • Leadership
    • Be a Leader
    • Books
    • LDR Show
    • Leadership Nuggets
    • Movie Wisdom
    • Soundbytes
    • Women & Leadership
  • Personal
    • Character
    • Values
    • Competence
  • Soundbytes
  • Free E-mag
  • Videos
  • About Us
Leaderonomics.com
Leaderonomics.com
  • Business
    • Case Studies
      5 Ways Disruption Has Changed The World

      5 Ways Disruption Has Changed The World

      Don’t Waste Your Time On A Few Rotten Apples

      Don’t Waste Your Time On A Few Rotten Apples

      Thinking Out Of The Box: The Innovator’s Mind

      Thinking Out Of The Box: The Innovator’s Mind

      'Let's Rethink Our Approach To Education, And Collaborate To Compete!' Says Anne Tham

      'Let's Rethink Our Approach To Education, And Collaborate To Compete!' Says Anne Tham

    • Companies
      What We Can Learn From The Downfall Of Toys ‘R’ Us

      What We Can Learn From The Downfall Of Toys ‘R’ Us

      Top 15 SMEs From The AmBank BizRACE Spill The Beans

      Top 15 SMEs From The AmBank BizRACE Spill The Beans

      Making Your Dreams Come True For A Higher Purpose

      Making Your Dreams Come True For A Higher Purpose

      How Supply Chain Management Is Helping Malaysia Compete Internationally

      How Supply Chain Management Is Helping Malaysia Compete Internationally

    • Growth
      Lessons From 'Crazy Jack': An Extraordinary Leader In Style And Beliefs

      Lessons From 'Crazy Jack': An Extraordinary Leader In Style And Beliefs

      How The Right Strategy Can Help You Succeed In Business

      How The Right Strategy Can Help You Succeed In Business

      Want to Be a Self-Made Millionaire?

      Want to Be a Self-Made Millionaire?

      Lessons From The Experts: The Final AmBank BizCONFERENCE

      Lessons From The Experts: The Final AmBank BizCONFERENCE

    • Strategy
      To ‘Platform’ Or To Perish? That Is The Critical CEO Question!

      To ‘Platform’ Or To Perish? That Is The Critical CEO Question!

      Design Thinking As A Problem-Solving Tool

      Design Thinking As A Problem-Solving Tool

      How 30 Years Of Radical Decisions Have Kept Haier On Top

      How 30 Years Of Radical Decisions Have Kept Haier On Top

      Top 6 Digital Transformation Trends in Hospitality and Tourism

      Top 6 Digital Transformation Trends in Hospitality and Tourism

  • Functional
    • Finance
      Let’s Go Back To The Basics Of Financial Literacy, Shall We?

      Let’s Go Back To The Basics Of Financial Literacy, Shall We?

      The 10 Commandments Of Money

      The 10 Commandments Of Money

      How To Build A Successful Career In A Future Without Jobs

      How To Build A Successful Career In A Future Without Jobs

      Fourteen Embarrassing Questions You Were Afraid to Ask About Money

      Fourteen Embarrassing Questions You Were Afraid to Ask About Money

    • HR
      8 Steps To Create A More Effective Workforce

      8 Steps To Create A More Effective Workforce

      Here Are Some Creative Ways To Appreciate Your People

      Here Are Some Creative Ways To Appreciate Your People

      Stop Paying Your Employees To ‘Figure Out’ How To Get Work Done

      Stop Paying Your Employees To ‘Figure Out’ How To Get Work Done

      How Can HR Equip Talents For The Future Workforce?

      How Can HR Equip Talents For The Future Workforce?

    • Marketing
    • Science & Tech
      Does Every Company Need To Be A Technology Company?

      Does Every Company Need To Be A Technology Company?

      Raise Your Game: Staying Ahead In The Age of Automation

      Raise Your Game: Staying Ahead In The Age of Automation

      Can Tech Start-ups Stay Nimble While Growing?

      Can Tech Start-ups Stay Nimble While Growing?

      Are We Missing Something In Using AI To Enhance Customer Experience?

      Are We Missing Something In Using AI To Enhance Customer Experience?

  • Leadership
    • Be a Leader
      Is Failure A Crippling Blow Or Stepping Stone? You Decide.

      Is Failure A Crippling Blow Or Stepping Stone? You Decide.

      Which Of These Business Issues Can You Most Identify With?

      Which Of These Business Issues Can You Most Identify With?

      Why ASEAN Companies Need To Be Better Storytellers

      Why ASEAN Companies Need To Be Better Storytellers

      3 Leadership Nuggets From Sarawak Chief Minister Abang Johari

      3 Leadership Nuggets From Sarawak Chief Minister Abang Johari

    • Books
      Don’t Fall For The Common Myth That Stops People From Making Real Change

      Don’t Fall For The Common Myth That Stops People From Making Real Change

      Are You Still Searching For The Elusive Work-Life Balance?

      Are You Still Searching For The Elusive Work-Life Balance?

      What You Can Do To Master Your Professional Relationships

      What You Can Do To Master Your Professional Relationships

      Is Empathy A Bad Decision-Making Guide For Leaders?

      Is Empathy A Bad Decision-Making Guide For Leaders?

    • LDR Show
      How You Can Break The Old Cycle Through Intentional Leadership

      How You Can Break The Old Cycle Through Intentional Leadership

      The Leaderonomics Show: 'In The Culture Of Innovation, It's Okay To Fail.'

      The Leaderonomics Show: 'In The Culture Of Innovation, It's Okay To Fail.'

      The Leaderonomics Show: ‘Learn From The Experts,’ Says Baroness Michelle Mone

      The Leaderonomics Show: ‘Learn From The Experts,’ Says Baroness Michelle Mone

      The Leaderonomics Show: ‘Business Is About Positive Impact,’ Says Paul Leibold

      The Leaderonomics Show: ‘Business Is About Positive Impact,’ Says Paul Leibold

    • Leadership Nuggets
      Leadership Nuggets: Worry Not When We Fail

      Leadership Nuggets: Worry Not When We Fail

      Leadership Nuggets: The Best Way To Learn

      Leadership Nuggets: The Best Way To Learn

      Leadership Nuggets: The Power Of Mind Elasticity

      Leadership Nuggets: The Power Of Mind Elasticity

      Leadership Nuggets: Start By Saying 'Yes, Please!'

      Leadership Nuggets: Start By Saying 'Yes, Please!'

    • Movie Wisdom
      Life Lessons From <i>Goodbye Christopher Robin</i>

      Life Lessons From Goodbye Christopher Robin

      5 Leadership Lessons From Hercule Poirot In <em>Murder On The Orient Express</em>

      5 Leadership Lessons From Hercule Poirot In Murder On The Orient Express

      How Batman Turns His Greatest Fear Into His Biggest Strength

      How Batman Turns His Greatest Fear Into His Biggest Strength

      Hey, Look Who We Have On <i>The Leaderonomics Show</i>. It's Batman In The House!

      Hey, Look Who We Have On The Leaderonomics Show. It's Batman In The House!

    • Soundbytes
      The Life And Lessons Of Marie Curie

      The Life And Lessons Of Marie Curie

      Empathy: An Understanding That One Size Doesn't Fit All

      Empathy: An Understanding That One Size Doesn't Fit All

      Playing To Win: Organisation Excellence

      Playing To Win: Organisation Excellence

      Fitness: The 'Unseen Elephant' In The Leaders Life

      Fitness: The 'Unseen Elephant' In The Leaders Life

    • Women & Leadership
      'Let's Rethink Our Approach To Education, And Collaborate To Compete!' Says Anne Tham

      'Let's Rethink Our Approach To Education, And Collaborate To Compete!' Says Anne Tham

      Learning From The Top 4 Asian Female Philanthropists

      Learning From The Top 4 Asian Female Philanthropists

      4 Leadership Lessons From Margaret Thatcher

      4 Leadership Lessons From Margaret Thatcher

      Just Give Your Best Shot, Always!

      Just Give Your Best Shot, Always!

  • Personal
    • Character
      Creativity: Beyond The Box

      Creativity: Beyond The Box

      How To Stand Your Ground While Facing The Critics

      How To Stand Your Ground While Facing The Critics

      Do You Have The Will (To Prepare) To Win?

      Do You Have The Will (To Prepare) To Win?

      5 Rude Emails You’re Sending Without Realising It

      5 Rude Emails You’re Sending Without Realising It

    • Values
      Follow Your Gut Feeling, Not The Money Trail

      Follow Your Gut Feeling, Not The Money Trail

      How Has Technology Made Work-Life Balance Easier?

      How Has Technology Made Work-Life Balance Easier?

      To Be A Better Leader, Listen With <i>Ting</i>

      To Be A Better Leader, Listen With Ting

      Can You Serve And Lead At The Same Time?

      Can You Serve And Lead At The Same Time?

    • Competence
      Hey! Just Pick Up The Phone!

      Hey! Just Pick Up The Phone!

      3 Highly Effective Negotiation Tactics Anyone Can Use

      3 Highly Effective Negotiation Tactics Anyone Can Use

      How You Can Win Hearts And Minds Through Your Presentation

      How You Can Win Hearts And Minds Through Your Presentation

      5 Steps For Finding Your VOICE As A Leader

      5 Steps For Finding Your VOICE As A Leader

  • Soundbytes
  • Free E-mag
  • Videos
  • About Us
  • Follow
    • Facebook
    • Twitter
    • Youtube
    • Instagram
Home
Business
Case Studies

Case Study: How We Initiate Change Management To Improve The Service Delivery Levels In Penang Island Town Council

September 29th, 2016 Business, Case Studies

Share this article

Facebook Twitter Google+ LinkedIn Pinterest
Case Study: How We Initiate Change Management To Improve The Service Delivery Levels In Penang Island Town CouncilBusiness

By LIM BENG CHOON and ARUL ARULESWARAN

People in the state of Penang demanded and succeeded in initiating change in the government in 2008. The new government of the day then had much ahead of them in terms of tasks to do and changes to be made. One key area of change that had to be effectively managed was improving the delivery of government services to the Penangites.

The government realised that the Penangites have high expectations on the services provided by the government, its agencies and the local councils. People are today experienced with the customer service levels and standards provided by the private sector and expect the government to make similar efforts to improve theirs.

In today’s modern technology and capacity, people can become quickly frustrated with essential services that are provided in a cumbersome and tedious manner. Anyone can quickly become dissatisfied and discouraged when dealing with government services for amenities, provisions and approvals that are built around systems catering to individual progammes and services. The delays involved in getting services, whether by going to an office or calling on the telephone are critisised. Furthermore, getting information directly or via online service portals or websites can be complicated too.

Simply said, the people expect services to be delivered quickly and accurately.

One of the programmes that has been initiated for service delivery improvement is the change management programme. The objective is essentially to effectively transform the Penang government service delivery system by building delivery standards around people’s needs and enable more effective services.

This article aims to provide an overview of the change management programme, highlighting the outlines of the framework adopted, the approach, and the methodology undertaken in these efforts of improvement.

The E3 Framework – Envision, Execute and Experience

In order to carefully and successfully embark on the programme, a pilot initiative was undertaken at the Penang Island Town Council (or MPPP – Majlis Perbandaran Pulau Pinang).

The change management programme in MPPP was driven by the recognition that the current model for government service delivery has not kept pace with community expectations around convenient access and quality of services and advances in technology. The legacy of the system that existed resulted in services that are often fragmented, inhibiting delivery standards from meeting the needs of the people, particularly those facing multiple disadvantages. Additionally, a number of macro-challenges, including developments in technology and a growing and ageing population, also posed some challenges.

The initiation of this programme was through the establishment of a service delivery improvement framework called Envision, Execute and Experience (E3). This framework was necessary to establish and anchor the mindset of change, being the only constant within the department that is seeking to improve the service delivery standards. It also drove the department to work with customers, stakeholders and external government agencies to develop a change that supports more efficient service delivery for Penangites. The change management was to be guided by methodology-based best practices with a focus on how world-class services can be adapted to the service delivery environment.

It is imperative that the old culture has to change to ensure that people are served properly, and that all staff work to their full capacity and treat state resources with care and respect.

This three-stage E3 framework will help a client attain world-class operational excellence. It is basically a process improvement project, whereby:

  • end objectives are set (Envision stage).
  • a plan is implemented to achieve them (Execute stage).
  • sustainable changes are made within the organisation and become part of the organisational DNA (Experience stage).
Figure 1 E3 Framework

Figure 1: E3 Framework

It is not just a once-only program. Changing a department into a performance-oriented organisation is a challenge and the transition for change requires perseverance. As management envisions its goals for public service, it will realise that a unified strategy and execution are vital pre-requisites. The organisation then begins to experience its ability to meet objectives and critical client needs. The E3 Framework is as shown in Figure 1.

Deploying the E3 Framework

The E3 Framework was developed as a three-stage approach for public servants who manage and operate government departments committed to serving people and to find ways to improve the delivery of services. This approach essentially requires them to be accountable for the quality of service provided. However, a public servant often unfortunately inherits service delivery tasks that are usually based on rules-bound approach which hinders the delivery of services to an approach that encourages innovation and is driven by results.

In other words, instead of looking for reasons why government cannot do something, they have to find better ways to deliver what people need. A key role has to be played by the leaders in public service in creating an environment effective for the staff, in the way they interact with customers. To enable this, they not only need to focus on motivating their staff, but equip themselves with the right tools to improve the way they work and implement the changes that improve the service delivery. Herein lies the need to have a simple yet effective framework to drive and inculcate change.

In deploying the E3 Framework, a methodology was adopted as there was a need to phase out the implementation and deployment of change management. The methodology was divided into four stages and a project management office was established with the right levels of sponsorship to ensure that there is integration and alignment within the department that is embracing change. The overview of the deployment is shown in Figure 2.

Figure 2 LSS

Figure 2: Deploying the E3 Framework

Every phase of the deployment had a set of unique objectives and deliverables. The project management office and steering committee were the first to be established for the governance and implementation management. The steering committee was tasked to provide a strategic direction and coordination. The objectives and deliverables for each phase were tailored to suit the needs of the department undergoing change management and their respective services that are being delivered to the public.

The Diagnostics and Scoping phase, the phase aligned to Envision within the E3 Framework, comprised of series of activities that will establish a clear assessment of the current state. There are many potential barriers that could exist in the service providing department, including inconsistent leadership motivation, Public Service Department rules and regulations, job security concerns, and a prevalence of undocumented processes. Additionally, there are some scenarios unique to the public sector that pose additional challenges, including scepticism about the authority, legislative controls, competing special interests, the election cycle, and term limits.

This phase focused on gathering operational setbacks that affected the quality of the services delivered and the barriers that create a burning platform. To start off, a vigorous collection of key performance indicators (KPI) data supported by the gathering of Voice of the Business, Voice of the Employee and Voice of the Customer data was embarked on.

This was then followed by a series of change management workshops that comprised of hands-on transformation simulation of a customer-driven services, tools and methodology for improving the service delivery and an interactive brainstorming session to identify the burning platform that was hampering the quality and delivery levels of current services.

The output of the brainstorming session and the KPI data were then further analysed to categorise the improvement opportunities and performance gaps. These were then classified into several improvement projects and then prioritised into implementation phases using a benefit and effort matrix tool. The implementation phases were identified based on quick wins, priorities based on current assessment and opportunities based on mid-term and long-term needs.

Figure 3 LSS

Figure 3: Diagnostics and Scoping Phase

The subsequent phases of change management are Design, Build and Test and Deploy. The phases Design and Build and Test are phases aligned to the Execute stage and the Deploy phase is aligned to the Experience stage of the E3 Framework.

The aim of the Execute stage is to address improvements and changes to the People, Process and Technology aspect of a government department. The focus is on the Transformation from “As-is” service levels to a “Future state” based on both efficiency and effectiveness (or in other words, productivity and performance).

The activities within the Execute stage, divided into the Design and Build and Test phases, incorporate the best practices of continuous improvement tools, methodologies and management systems such as Lean Six Sigma and Toyota Production System, Lean Enterprise and Kaizen. Such approaches strives to enhance customer service leading to sustainable organisational success and culture.

A common factor of these tools and methodologies, popularly known the DMAIC (Define, Measure, Analyse, Improve and Control) process, was assimilated into the E3 Framework.

The DMAIC methodology provides the means to improve the delivery of services using a disciplined and vigorous project-based approach. DMAIC is a proven methodology that brings numerous advantages when implemented properly. The main best practices that can be adopted within the government services sector includes embracing a constancy of purpose for continuous improvement based on a consistent underlying robust methodology.

Figure 4 LSS

Figure 4: The DMAIC Process

The success of the improvement project requires not only a focal point of expertise that is empowered to establish the DMAIC methodology as an executable programme via training and practice but an active working level involvement and participation of departmental members (whose services are affected) with the skilled facilitators who are usually engaged externally.

The DMAIC methodology can be described as a five-step continuous improvement process as shown in Figure 4.

Some of the key challenges of the Execute stage includes the fear of change and job security. The way to address these challenges includes:

  1. Building trust to remove fear – Employees will not lose their jobs as a consequence of an improvement project.
  2. Communicate the vision to all stakeholders – The key leadership positions have been in place for lengthy periods of time.
  3. Initiate long-term cultural change – Measuring the time to success in years rather than weeks or months.

The final stage within the E3 Framework is the Experience stage. The Experience stage focuses on achieving step-change in service delivery and creating as well as inculcating a culture of continuous improvement, where the improvement of service deliveries are driven, lead and executed by the people that manage and operate the department itself.

The key activity for the success in this Experience stage is the working relationship between the programme’s external facilitator and each department or operating unit. This working relationship is managed and monitored by an organisational champion, and in the case for MPPP, the council secretary.

The champion will serve as a useful communication link so that information from the project team is presented to employees, management and the public representatives such as the city councillors via a managed forum.

The knowledge developed by the project team will also serve as real experience in improving the service delivery levels, which includes the knowledge of using basic tools for improving the processes and quality of the services delivered. The practical knowledge of using these simple tools will enhance its acceptance among both managers and staff, creating a sense of mutual understanding and transparency.

Subsequently a training programme would be developed and deployed over a longer time to function as a knowledge base of improving the quality levels of services delivered. This knowledge base will enable public servants to experience firsthand the effect the tools can have on improving their work processes, and therefore motivate them to take active participation in future projects.

Other employees looking at project results will further understand how the tools are being applied and become less intimidated. It often results in active participation for membership on subsequent project teams. Examples of the toolset that are developed into the knowledge base are shown in Figure 5.

Figure 5 LSS

Figure 5: DMAIC Process – Basic Toolset E3 Framework in MPPP and the Lessons Learnt

The pilot change management deployment in MPPP successfully adopted the E3 Framework, after overcoming several barriers. For MPPP, the opportunities for change management are great, but only if the obstacles to implementation are well understood. The leadership and employees at all levels must participate, and importantly, the leaders need to appreciate that each employee needs to personally benefit from the change management programme.

What was clear in the effort to improve the quality and delivery levels of services in MPPP was the need for a clear and simple framework and implementation methodology. The E3 Framework essentially addressed the strategy and direction from the leadership in terms of “what needs to be done” and the DMAIC methodology addressed the implementation in terms of “how it will be done”.

Improvement of the quality and standards of the service delivery levels in MPPP requires tremendous management flexibility within all departments and functions. The E3 Framework and DMAIC methodology enable this flexibility and adaptability with its simple and vigorous structure and process.

However, the foundation for success is support, and the support needs to be fostered at the highest levels. That is, the organisation as a whole must be committed to the infrastructural and cultural transformations that are needed for the change management.

This is a comprehensive case study on how the authors drove change in Penang. Dr Arul is also a faculty of Leaderonomics and has worked in the past few years to support the state government to drive change and growth. He is currently based in Laos where he hopes to build hospitals for the community there. To engage with the writers for change management programmes in your organisation, email training@leaderonomics.com.
Arul Aruleswaran

Arul is an expert in process re-engineering and is a strategic partner and associate of Leaderonomics.

Share this :

  • Click to share on Facebook (Opens in new window)
  • Click to share on LinkedIn (Opens in new window)
  • Click to share on Twitter (Opens in new window)
  • Click to share on WhatsApp (Opens in new window)
  • Tags
  • Case studies
  • Change Leadership
  • Change management
  • DMAIC Methodology
  • Dr Arul Aruleswaran
  • How to manage change using 3E Framework
  • Lean Six Sigma
  • Lim Beng Choon
  • Majlis Perbandaran Pulau Pinang
  • Penang Island Town Council
  • Senior Management
  • The E3 Framework
Next article The Leaderonomics Show: 'Think With Your Head, Decide With Your Heart', Says Ameer Ali Mydin
Previous article Be A Leader: Living A Leadership Legacy

Related Posts

Mapping Our Stakeholders' Universe Hard Talk

Mapping Our Stakeholders' Universe

Empowering The Intergenerational Workforce Business

Empowering The Intergenerational Workforce

Global Talent To Help Build Local Talent Business

Global Talent To Help Build Local Talent

Raise Your Game: Self Awareness, The Secret Of High Performance Leadership Be a Leader

Raise Your Game: Self Awareness, The Secret Of High Performance Leadership

Best Of Both Worlds: CEO Says CIMA Equips Future Leaders Business

Best Of Both Worlds: CEO Says CIMA Equips Future Leaders

Terrific Thursday Tails: Skunk Personal

Terrific Thursday Tails: Skunk

2 Comments

  1. Roshan Thiran
    September 29, 2016 at 11:04 am Reply ↓

    Great job Dr. Arul and Beng Choon in helping Penang transform itself. Loved the process!

  2. jeffrey chew
    September 29, 2016 at 11:58 am Reply ↓

    Perhaps a very well thought of process and transformation efforts.

Leave a Reply Cancel reply

Bahasa Malaysia | English

Pick of The Week

Apr 13th 3:00 PM
Our Pick Of The Week

How SPARK Camp Changed The Lives Of My Students

Apr 11th 9:31 PM
Leadership

Our Transformational Journey Of Authentic Leadership To The Roslin Orphanage

Apr 10th 12:00 AM
Functional

Does Every Company Need To Be A Technology Company?

  • Business
  • Functional
  • Leadership
  • Personal
  • Soundbytes
  • Free E-Mag
  • Videos
  • About Us
  • Back to top

About Leaderonomics.com

Leaderonomics.com is a leadership portal owned by Leaderonomics, a social enterprise passionate about transforming nations through leadership development. Leaderonomics.com features leadership insights, trends, CEOs, thought leaders, HR leaders and inspiring real-life stories for your personal and professional development.

Contact Us | Terms of Use | Privacy Policy      
Disclaimer: The opinions expressed on this website are those of the writers or the people they quoted and not necessarily those of Leaderonomics.
[Sitemap | RSS]
Copyright © 2010-2017 Leaderonomics Media Sdn Bhd. All rights reserved