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The Agile Municipality: How
 Agility and Technology Can
Transform the Way You Work
Agenda
‣   New normal
‣   Happiness and flow
‣   Agility
‣   Agile leadership
‣   Agility and technology
The New Normal :Situation
‣ A world of demand verses squeeze
  • Ask for budget increases in order to increase
    services
  • Cut services
The New Normal: Competition
‣ Competing projects
‣ Agencies competing for turf
‣ Competing for budget dollars
The New Normal: Old vs. New
‣ Stability and continuity are highly valued—
  which means new and untried are risky
‣ It can be nearly impossible to replace
  old—new ideas get added to the pot—
  increasing clutter and competition
The New Normal :Need
‣ The need to create an organizational
  anatomy capable of delivering outcomes
  and generating distinct capabilities you
  need AT peak cost efficiency
Stress
Did You Know That…?
‣ Humans cannot process more than 110
  bits of information per-second
The New Normal = Stress
‣ Stress
  • In an American Psychological Association poll in
    September, 80 percent reported the economy’s
    causing significant stress, up from 66 percent last
    April
  • Numbing out
  • Thought processes narrow
  • Unemotional, unimaginative
As leaders how do we help our
employees and departments be
         successful?
Happiness + Work = ?
‣ Happiness and the workplace go together
  like tomatoes and chocolate
‣ As leaders we are experience creators
Happiness
‣ Happiness at work= productivity
  •   Work better with others
  •   More creative
  •   Learn faster
  •   Make better decisions
Flow
Otherwise Known As….
‣   On the ball
‣   In the moment
‣   In the zone
‣   In tune
‣   On fire
‣   In the groove
Flow
It is what the sailor holding a tight course feels when the
wind whips through her hair. It is what a painter feels when
the colors on the canvas begin to set up a magnetic tension
with each other and a new thing, a living form takes shape

--Mihaly Csikszentmihalyi
Mihaly Csikszentmihalyi
How Do You Know—If You Are in Flow

‣   Challenge level and skill level are high
‣   Loss of feeling of self-consciousness
‣   Distorted sense of time
‣   Lack of awareness of bodily needs
‣   Action/ awareness merging
Reaching Flow
‣ Clear set of goals
‣ Balance between perceived challenges
  and perceived skills
‣ Clear and immediate feedback
The Agile Muncipality
Knowledge Workers are Creative
‣ Creativity comes out of flow
‣ Documents are their material
‣ Make document handling seamless for them
Agility: Agile Makes Flow Possible
Agility
‣ a·gil·i·ty
‣ 1. the power of moving quickly and
  easily; nimbleness: exercises demanding
  agility
‣ 2. the ability to think and draw
  conclusions quickly; intellectual acuity
Agility in Government
‣ Not just emergency response
‣ Complexity
‣ Pursue serial incompetence
What are some of the characteristics of
           an agile leader?
Agility and Leadership

Agile Leaders have figured it out

        – Ana Dutra, Forbes Magazine
Agile Leadership
‣ Attributes
  •   Ambiguity tolerance
  •   Curiosity
  •   Creativity
  •   Courage and conviction
  •   Critical thinking
  •   Emotional resilience
  •   Vision
  •   Flexibility
Agility and Leadership
‣ Having a plan is compulsory—but knowing
  how to respond to the unknown is the real
  benefit of agile leadership
What types of people make agile
           leaders?
Mothers Are the Ultimate Agile Leaders
What skills, experiences and
competencies have you developed as
a parent that are transferable into your
            executive role?
Motherhood and Leadership Agility
‣ Skills
  •   Self-awareness
  •   Emotional intelligence
  •   Flexibility
  •   Conflict management
  •   Listening and communications skills
Motherhood and Leadership Agility
‣ New challenges and ambiguity are the
  norm
‣ Acutely aware of how others process and
  respond to us
‣ This awareness helps us choose how to
  relate, support and nurture
Motherhood and Leadership Agility
‣ ―The village‖
  • Complementing gaps
  • Creating networks
  • Receive support
How do you conduct your yearly
         planning?
Leadership and Agility
The best laid schemes of mice and men /
Often go awry

                         —Robert Burns
Benefits
‣ Provides a holistic view of the
  organization’s needs
‣ Enhances predictability
‣ Fosters collaboration
‣ Feedback is baked-in
Building an Agile Framework
‣   Define
‣   Measure
‣   Analyze
‣   Improve
‣   Control
Where Are You?
‣ What gets measured—gets done
  • Take the time
  • Reflect and assess
Step 1: Define the Problem
‣ Business
  • What is the problem we are trying to solve?
‣ Communications
  • Establish stakeholder committee
Step 2: Measure the Current State
‣ Business
  • Identify high-impact activities
  • Where are the bottlenecks
‣ Communication
  • Conduct a user survey
Step 3: Analyze Causes
‣ Business
  • What IS causing the bottleneck?
‣ Communications
  • Hold feedback meetings
Step 4: Improve and Optimize
‣ Business
  • Minimize bottlenecks
  • Standardize thoughtfully
‣ Communication
  • Emphasize value over process improvements
Step 5: Control to Ensure Sustainability

‣ Business
  • Consider automation
  • Monitor ROI and other metrics for consistency
  • Observe adoption and correct deviations
‣ Communication
  • Governance
Agile Process: SCRUM
‣ Type of Agile PM methodology
‣ Resulted as a response to an age-old
  problem
‣ User-centric
Agile Process Implementation
  Fast, focused deployments make organizations succeed
Technology and Agility
• Technology alone does NOT make you
  agile
  • ―A fool with a tool is still a fool‖
• Foster
  • Adaptability
  • Transparency
  • Collaboration
Agility and ECM
‣ Definition
‣ DI + DM + CM + BPM + RM = ECM
‣ Philosophy and paradox
Laserfiche Forms
Forms Guide Users
A Variety of Form Elements
‣   Single Line    ‣   Number         ‣   Page Rules
‣   Paragraph      ‣   E-mail         ‣   Lookup Rules
‣   Radio Button   ‣   Date           ‣   Scripting
‣   Checkbox       ‣   Currency       ‣   Styles
‣   Drop-down      ‣   Custom Block   ‣   Process Field
‣   File Upload    ‣   Section        ‣   Field Label
‣   Address        ‣   Collection     ‣   Required Field
Repeatable Sections
Conditional Field Display
Lookup Database Values
Business Process Model and Notation
Fields Retained Across a Process
Monitor Process Health
Build Charts from Form Data
Build Dashboards for Groups
Agility and Organizations
‣ Adapt or be left behind
‣ Work processes are being redesigned
‣ Reconfiguration of infrastructure =
  something different?
‣ Agility as a response to complexity
Finally
‣ The most inspired work is created by…
  • …by motivated individuals
  • …through regular interaction among individuals
  • …when individuals working together figure out
    how to be more effective
  • …where the environment has minimum
    roadblocks and illogical restrictions
Selected Reading
‣ The Leadership Machine. Michael Lonbardo and Robert Eichinger
‣ Building High Performance Government Through Lean Six
  Sigma: A Leader’s Guide to Creating Speed. Agility and
  Efficiency. Mark Price and Walter Mores
‣ Leadership Agility: Five Levels of Mastery for Anticipating and
  Initiating Change. William Joiner and Stephen Josephs
Comments or Questions?

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The Agile Muncipality

  • 1. The Agile Municipality: How Agility and Technology Can Transform the Way You Work
  • 2. Agenda ‣ New normal ‣ Happiness and flow ‣ Agility ‣ Agile leadership ‣ Agility and technology
  • 3. The New Normal :Situation ‣ A world of demand verses squeeze • Ask for budget increases in order to increase services • Cut services
  • 4. The New Normal: Competition ‣ Competing projects ‣ Agencies competing for turf ‣ Competing for budget dollars
  • 5. The New Normal: Old vs. New ‣ Stability and continuity are highly valued— which means new and untried are risky ‣ It can be nearly impossible to replace old—new ideas get added to the pot— increasing clutter and competition
  • 6. The New Normal :Need ‣ The need to create an organizational anatomy capable of delivering outcomes and generating distinct capabilities you need AT peak cost efficiency
  • 8. Did You Know That…? ‣ Humans cannot process more than 110 bits of information per-second
  • 9. The New Normal = Stress ‣ Stress • In an American Psychological Association poll in September, 80 percent reported the economy’s causing significant stress, up from 66 percent last April • Numbing out • Thought processes narrow • Unemotional, unimaginative
  • 10. As leaders how do we help our employees and departments be successful?
  • 11. Happiness + Work = ? ‣ Happiness and the workplace go together like tomatoes and chocolate ‣ As leaders we are experience creators
  • 12. Happiness ‣ Happiness at work= productivity • Work better with others • More creative • Learn faster • Make better decisions
  • 13. Flow
  • 14. Otherwise Known As…. ‣ On the ball ‣ In the moment ‣ In the zone ‣ In tune ‣ On fire ‣ In the groove
  • 15. Flow It is what the sailor holding a tight course feels when the wind whips through her hair. It is what a painter feels when the colors on the canvas begin to set up a magnetic tension with each other and a new thing, a living form takes shape --Mihaly Csikszentmihalyi
  • 17. How Do You Know—If You Are in Flow ‣ Challenge level and skill level are high ‣ Loss of feeling of self-consciousness ‣ Distorted sense of time ‣ Lack of awareness of bodily needs ‣ Action/ awareness merging
  • 18. Reaching Flow ‣ Clear set of goals ‣ Balance between perceived challenges and perceived skills ‣ Clear and immediate feedback
  • 20. Knowledge Workers are Creative ‣ Creativity comes out of flow ‣ Documents are their material ‣ Make document handling seamless for them
  • 21. Agility: Agile Makes Flow Possible
  • 22. Agility ‣ a·gil·i·ty ‣ 1. the power of moving quickly and easily; nimbleness: exercises demanding agility ‣ 2. the ability to think and draw conclusions quickly; intellectual acuity
  • 23. Agility in Government ‣ Not just emergency response ‣ Complexity ‣ Pursue serial incompetence
  • 24. What are some of the characteristics of an agile leader?
  • 25. Agility and Leadership Agile Leaders have figured it out – Ana Dutra, Forbes Magazine
  • 26. Agile Leadership ‣ Attributes • Ambiguity tolerance • Curiosity • Creativity • Courage and conviction • Critical thinking • Emotional resilience • Vision • Flexibility
  • 27. Agility and Leadership ‣ Having a plan is compulsory—but knowing how to respond to the unknown is the real benefit of agile leadership
  • 28. What types of people make agile leaders?
  • 29. Mothers Are the Ultimate Agile Leaders
  • 30. What skills, experiences and competencies have you developed as a parent that are transferable into your executive role?
  • 31. Motherhood and Leadership Agility ‣ Skills • Self-awareness • Emotional intelligence • Flexibility • Conflict management • Listening and communications skills
  • 32. Motherhood and Leadership Agility ‣ New challenges and ambiguity are the norm ‣ Acutely aware of how others process and respond to us ‣ This awareness helps us choose how to relate, support and nurture
  • 33. Motherhood and Leadership Agility ‣ ―The village‖ • Complementing gaps • Creating networks • Receive support
  • 34. How do you conduct your yearly planning?
  • 35. Leadership and Agility The best laid schemes of mice and men / Often go awry —Robert Burns
  • 36. Benefits ‣ Provides a holistic view of the organization’s needs ‣ Enhances predictability ‣ Fosters collaboration ‣ Feedback is baked-in
  • 37. Building an Agile Framework ‣ Define ‣ Measure ‣ Analyze ‣ Improve ‣ Control
  • 38. Where Are You? ‣ What gets measured—gets done • Take the time • Reflect and assess
  • 39. Step 1: Define the Problem ‣ Business • What is the problem we are trying to solve? ‣ Communications • Establish stakeholder committee
  • 40. Step 2: Measure the Current State ‣ Business • Identify high-impact activities • Where are the bottlenecks ‣ Communication • Conduct a user survey
  • 41. Step 3: Analyze Causes ‣ Business • What IS causing the bottleneck? ‣ Communications • Hold feedback meetings
  • 42. Step 4: Improve and Optimize ‣ Business • Minimize bottlenecks • Standardize thoughtfully ‣ Communication • Emphasize value over process improvements
  • 43. Step 5: Control to Ensure Sustainability ‣ Business • Consider automation • Monitor ROI and other metrics for consistency • Observe adoption and correct deviations ‣ Communication • Governance
  • 44. Agile Process: SCRUM ‣ Type of Agile PM methodology ‣ Resulted as a response to an age-old problem ‣ User-centric
  • 45. Agile Process Implementation Fast, focused deployments make organizations succeed
  • 46. Technology and Agility • Technology alone does NOT make you agile • ―A fool with a tool is still a fool‖ • Foster • Adaptability • Transparency • Collaboration
  • 47. Agility and ECM ‣ Definition ‣ DI + DM + CM + BPM + RM = ECM ‣ Philosophy and paradox
  • 50. A Variety of Form Elements ‣ Single Line ‣ Number ‣ Page Rules ‣ Paragraph ‣ E-mail ‣ Lookup Rules ‣ Radio Button ‣ Date ‣ Scripting ‣ Checkbox ‣ Currency ‣ Styles ‣ Drop-down ‣ Custom Block ‣ Process Field ‣ File Upload ‣ Section ‣ Field Label ‣ Address ‣ Collection ‣ Required Field
  • 54. Business Process Model and Notation
  • 57. Build Charts from Form Data
  • 59. Agility and Organizations ‣ Adapt or be left behind ‣ Work processes are being redesigned ‣ Reconfiguration of infrastructure = something different? ‣ Agility as a response to complexity
  • 60. Finally ‣ The most inspired work is created by… • …by motivated individuals • …through regular interaction among individuals • …when individuals working together figure out how to be more effective • …where the environment has minimum roadblocks and illogical restrictions
  • 61. Selected Reading ‣ The Leadership Machine. Michael Lonbardo and Robert Eichinger ‣ Building High Performance Government Through Lean Six Sigma: A Leader’s Guide to Creating Speed. Agility and Efficiency. Mark Price and Walter Mores ‣ Leadership Agility: Five Levels of Mastery for Anticipating and Initiating Change. William Joiner and Stephen Josephs