Meeting Government Reform Objectives the Fast-Change Way
Government organizations at the federal, state and local levels face a confluence of pressures that are making the need for rapid improvement a requirement for survival. But making change happen in these organizations often defies conventional approaches.
Leap Technologies has found a way to break through the "impasse to change" that often confounds government organizations by employing the Fast-Change Approach. Read below and in the case studies listed for more.
Leap Insights & Innovation
From budget pressures to antiquated information systems to aging workforces and talent loss, the problems can be overwhelming. Government leaders facing this tsunami of problems are usually stymied by an "impasse to improvement": Government employees are skeptical of leadership's commitment to improvement and are often reluctant to offer ideas based on prior experience. Leaders feel saddled with a culture resistant to change and are reluctant to engage employees in problem-solving.
Too often, the conventional solution is sweeping plans for organization transformation hatched by external consultants with little input from employees. These initiatives roll-out with lots of fanfare but quickly bog down because the fundamentals for driving faster improvement haven't changed. Well-intentioned "change-management plans", while a useful tool for improving communication and sustaining momentum, are not substitutes for upfront engagement of both leaders and employees to bridge the basic trust gap that blocks real improvement.
Leap Technologies has found fertile ground in government organizations for breaking the "impasse to change" by applying the Fast-Change Approach. The starting point is leadership's willingness to trust employees to find creative solutions to problems. Equally important, is asking employees to leave the history behind, put their ideas forward and do the work necessary to move those ideas into action.
The Fast-Change Approach (with its emphasis on sorting improvement opportunities to match the right improvement strategy to the scope, risk and readiness for change), provides government leaders with a means to build an improvement agenda that balances speed with resource availability. The resulting Rapid Improvement Campaigns that target 60 to 90 day improvement goals build credibility for leaders, boost morale for employees and build trust that change is possible "without traumatize-ation".