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Everybody is right; and Everybody is wrong. Execution is a matter of Focus & Prioritisation. Image sources https://mythgyaan.com & various owners
Everybody is right; and Everybody is wrong. Execution is a matter of Focus & Prioritisation.
Image sources https://mythgyaan.com & various owners
What seems obvious (to you) at 30,000ft; Becomes more nuanced (for them) at 3-feet.
“Gifts” often have strings attached ...
GOVERNMENTS (everywhere & always) Fuzzy focus. Fluid priorities. Diverse stakeholders across social / economic / geographic spectra. Multiple institutions, pursuing different targets, drawing from common pool of resources.
… but do they match the pattern our friends are trying to weave ?
The Scope of expectations
from the People
Unpopular things
Popular things
To become effective, long term deployment partners, our local stakeholders need to enabled as TRANSFORMATIONAL LEADERS.
“Transformation Leadership is about disappointing people; at the rate they will permit.”
– Prof Marty Linsky
We must help our friends to “dance on the edge”. How to do “just enough” with what they have? And make it to the next round? And the next ….
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It becomes a totally different
organisation
It operates its business differently
Being “Character”
Doing “Action”
A sustainable deployment ecosystem is “transformational” and not “transactional”.
The desired transformation is achieved via rapid disciplined execution of difficult decisions towards a long term vision.
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The Game of Impossible
KPI Anchorage
Discipline of Action
Situational Leadership
Winning Coalitions
Divine Interventions
We address the need to integrate the YIN & YANG The “being”, and the “doing”. The Soul & The Body.
… and execute the 8 STEP BFR METHODOLOGY …
We incept the SIX SECRETS OF TRANSFORMATIONAL LEADERSHIP …
… to produce detailed programs with 3-FEET DETAIL for monitoring & real time PROBLEM SOLVING (by the Chief Executive* via his Delivery Unit).
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PEMANDU
Role of PEMANDU: • monitors and evaluates the implementation process by working closely with the DMO and EPP/project owners • build institutional capacity and skills to carry out the work better. • to leave the system once respective govt’ institutions have become competent – sustainable approach.
Prime Minister
Lead Ministries
Lead Ministries Ministries
Before …
Level 1: Leadership, governance and prioritisation
Level 2: Performance management and problem-solving
Level 3: Implementation and delivery
Prime Minister
Lead Ministries
MDU
Lead Ministries
MDU
Lead Ministries
DMO Ministers Ministers Ministers
Delivery labs
*MKRA
Problem-Solving Meeting/Delivery Task Force
PEMANDU CEO reports to PM
PEMANDU runs labs
DMO sends updates on lab implementation
DMO reports to PS / Minister
NKEA/NKRA Steering Committee
After …
VS
Cabinet Meeting
Ministers Ministers Ministers
PEMANDU monitors and
upskill DMO
*Ministerial Key Results Area
PEMANDU was set up as a delivery unit to transform the governance structure for effective delivery and performance management…
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Time
Results
#1. Results from diligent execution on existing platforms (e.g. maintenance)
#2. Additional results through innovations on existing platforms (e.g. expansion)
#3. More results from new platforms created by innovations (e.g. new products)
OBSERVED BY PEOPLE Positive trajectory of a long term program
due to constant delivery of short term results
BIG Fast Results
CHANGE THE GAME
“It doesn’t matter whether
the cat is black or white, as
long as it catches mice.”
Deng Xiaoping
Thank you Terima Kasih
Спасибо
[email protected] +60(19)282-7400 / +7(985)568-4432
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EXAMPLE: TANZANIA WATER NKRA (NATIONAL KEY RESULTS AREA)
Water
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Working level experts assembled in “labs” – to analyse information, test hypotheses, and create “indigenous solutions” to problems impeding the progress of rural water supply…
High variability of technologies & unsystematic deployment
Low private sector involvement
Ad hoc projects usually result in many different systems, spare parts and skills
Currently almost all rural infrastructure is community run, and depends heavily on supplementary local govt authority (LGA) support to operate successfully
De-prioritization of rehabilitation projects
High cost to obtain spare parts
Higher emphasis on new infrastructure over repairing existing infrastructure
Spare parts are procured at a very ad hoc basis in a decentralized manner via individual villages, leading to poor cost efficiency
Lack of Coordinated & Reliable Data
Poor financial management of existing infrastructure
34 reports over 17 different systems maintained throughout Tanzania for Financial, Project Tracking and Water Point Mapping
Inconsistent tariff collection mechanism, lack of transparency and variability in COWSO* setup
Lack of Human Capacity Lack of Ownership and Skills
Existing projects have been delayed by up to 5 years due to poor submissions of documents, and also poor project and financial management.
Community residents often do not have the skill sets to properly maintain and repair existing infrastructure
10 • Note: Rural population in 2012 was 37.6 mil (based on a 3% growth) and was similarly projected to be at 41.1 mil by
2015
… where the Lab set Water NKRA targets to achieve 67% coverage of rural population by 2016
5.3 5.3
7.0
Reaching the 2015 target means impacting a large number of rural population
Sustaining supply to existing 15.2 million people through good Operations & Maintenance
Restoring water to 5.3 million people who have degraded infrastructure through Rehabilitation Projects
New water access to additional 7 million Tanzanians through New & Extension Projects
Population with water access (mil)
55%
67%
2015 Target
27.5
15.2
2012 Actual
Baseline
2012 Assumed Baseline
20.5
15.2
40%
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As part of ensuring the delivery mechanism, a new Governance Structure was introduced and led by the Ministry of Water
Lead: DRWS Co-Leads: ADTS
Projects - Extend Coverage of Existing
Infrastructure
Lead: DRWS Co-Leads: ADOP
Projects - Rehabilitate Degraded Infrastructure
Projects - New Infrastructure
Projects
Lead: DRWS Co-Leads: ADTS
O&M Village Unit Cluster
Lead: DRWS Co-Leads: ADCM
O&M District Unit Cluster
Lead: DRWS Co-Leads: ADCM
Lead: DRWS Co-Leads: PMO-RALG
O&M - Region Unit Cluster
Enabler - Streamlined & Integrated Data Mgt
Lead: DRWS Co-Leads: ATCT
Enabler - Improve & Optimize
Procurement
Lead: DRWS Co-Leads: HPMU
Enabler - Performance Mgt & Improving Delivery
Lead: DRWS Co-Leads: ADHRM
Enabler - Improve Delivery Capability
Lead: DRWS Co-Leads: DAHRM
▪ Dep. Minister-MoW ▪ PS & DPS MoW ▪ DPS PMO RALG ▪ PS MoF
▪ POPC DESSDC ▪ DG EWURA ▪ PS POPSM ▪ CEO PPRA
Members
▪ Ministry Delivery Unit (supported by PDB)
Secretariat
NKRA Steering Committee Chair: President
Co-Chair: Minister of Water
▪ DPGL ▪ DAHRM ▪ DPP (MoW) ▪ HPMU
▪ DWR ▪ DPCU ▪ DSCU – PMO-RALG ▪ MoW DRWS
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After 3 years of implementation, 69% of rural population are receiving access to clean water supply at year-end 2015
• 6.58 million rural Tanzanians gained access to clean water in the first two years (compared to 300,000 - 500,000 annually previously)
Accessibility
• 77% of total operations & maintenance expenditure was covered by proper tariffs, increased from 38% in 2012/13
Operations & Maintenance
• 1,751 villages served by Community Owned Water Supply Organizations (COWSO) established and operational
• Procurement process significantly shortened – contracts for projects with large impact signed within 97 days (previously was 123 days)
• 289 trained technicians deployed to rural areas to improve maintenance support at community level.
Projects
• 20,682 new water points constructed
• 3,094 water points rehabilitated
• 4,299 new water points constructed from extension of existing projects
1
3
2
69%
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BUT IT ALL BEGAN WITH ONE PERSON’S DIRECTIVE LEADERSHIP: Using input from the Strategic Workshop, the Government of Tanzania eventually landed on six National Key Result Areas (NKRAs)
• President’s Office –Planning Commission (POPC) led further analysis of prioritized sectors
• Focused on identifying issues that are catalytic in nature and where successful implementation will unlock potential to deliver maximum impact to Tanzania’s development and growth as a nation
President Jakaya Kikwete
Final selection of NKRAs Prioritisation of critical
issues within sectors Cabinet determined
priority sectors
• In 2012, President Kikwete and The Cabinet held a retreat
• Sectors were analysed for highest relative impact in terms of projected number of beneficiaries, quality of life and feasibility
• President and Cabinet voted and came to a consensus on six sectors
• Final list of NKRAs selected for further problem-solving in labs:
Agriculture
Education
Energy
Resource Mobilisation
Transport
Water
Because unpopular decisions were needed
Delivering Transformation… According to your organisation’s needs
Company name : PEMANDU Associates Sdn Bhd Company Address : Level 21, Sunway Putra Tower, 100, Jalan Putra, 50350 Kuala Lumpur, Malaysia Website : pemandu.org
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Who we are
PEMANDU Associates is a Malaysian incorporated private consultancy company focused on public sector transformation, business turnaround and communications.
The company works closely with the highest level of government and top executives to help deliver their
national and business objectives in a sustainable and inclusive manner.
PEMANDU Associates’ work is anchored by the proven Big Fast Results (BFR) 8-Step Methodology© and 6 Secrets of Transformation.
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Our history
In 2009, PEMANDU was set up as the “Performance Management and Delivery Unit” under the Malaysian Prime Minister’s Department to steer Malaysia into becoming a high income nation by 2020 through the National Transformation Programme (NTP). Upon upskilling the civil service and transferring its mandate officially to the Civil Service Delivery Unit in 2017, PEMANDU evolved into PEMANDU Associates to replicate its work across other countries and the private sector.
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Why us
National Transformation Programmes
Public & Private Sector Projects
Clear Transformative Results
Within 8 years…
Big Fast Results
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150+
Countries covered
Public & Private Sector Projects
18 *Engagement seminars conducted with respective country’s governments, focusing on Engagement transformation strategies and PEMANDU’s 8 steps of transformation
Our methodology has drawn the attention of various governments keen to adopt our transformation model
Others*: • Barbados • Bhutan • Cabo Verde • China • Colombia • Dubai • Indonesia • Pakistan • South Korea • St Lucia • Uganda • Uruguay • Vietnam
South Africa
Botswana
Ethiopia
Oman
India
Nepal
Russia
Tanzania
Malaysia
Trinidad & Tobago
Turks & Caicos Nigeria
Senegal
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We are led by world renowned Transformation and Business Turnaround Guru, Dato’ Sri Idris Jala
With a proven track record in… • Shell Middle Distillates Bintulu Business Turnaround • Shell Sri Lanka Business Turnaround • MAS Airlines Turnaround • Malaysia’s National Transformation Programme • Tanzania’s Big Results Now! (BRN) Programme • Oman’s National Program for Enhancing Economic
Diversification (Tanfeedh)
Receiving recognition through… • “First Order” medal by Italian Government • Bloomberg Markets 2014 50 Most Influential List
Who has served in positions including… • Advisory Panel for World Economic Forum • Advisory Panel of World Bank • Visiting Fellow at the Oxford Blavatnik School of
Government • Expert Resource Speaker at the Harvard Health Leaders’
Ministerial Forum • Former Minister and Advisor of National Transformation
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Our leadership has a wide range of sectoral experiences
Economic
• Agriculture & Plantations
• Biotechnology • Communications &
Marketing • Electrical &
Electronics • Energy • Finance & Economic
Enablers • Fisheries • Manufacturing • Retail • SME Development • Telecommunications • Tourism • Trade
Social
• Cost of Living • Environment • Governance • Low Income
Development • Rural Development • Safety & Enforcement • Urban Development • Water
Economic & Social
• Education • Healthcare • Human Capital
Development • Transportation and
Logistics
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Our methodology & leadership has received global recognition
Economic Transformation: All About Focus, Competitiveness,
and Execution
Published: Nov 2012 Authors:
Prof Diego Comin & Ku Kok Peng
(Not available for distribution or download)
Top Academic Institutions
Tying Performance Management To Service Delivery: Public Sector
Reform In Malaysia, 2009 – 2011 Published: July 2011 Author: Deepa Iyer
Mapping A Transformation Journey: Malaysia’s Strategy Development.
2009 - 2010 Published: Aug 2014 Author: Elena Lesley
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Our methodology & leadership has received global recognition
Development Partners
Doing, Learning, Being: Some Lessons Learned from Malaysia’s National Transformation Program
Published:
January 2015 Authors:
Charles Sabel, Luke Jordan
Driving performance from the center: Malaysia’s experience with
PEMANDU
Published: April 2017, premiered at WB-IMF Spring
Meetings Author:
World Bank Group Knowledge and Research Centre
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Our methodology & leadership has received global recognition
The Bloomberg Markets 50 Most Influential list
Dato’ Sri Idris Jala, Minister and CEO of PEMANDU, has been listed among the
most influential policy makers. He shares this spot alongside amongst others George Osborne, Chancellor of the Exchequer; Janet Yellen, Chair, U.S. Federal Reserve and Jason Furman Chairman, White House Council of
Economic Advisers
Bloomberg Philanthropies and Nesta Highlights 20 Leading
Government Innovation Teams around the Globe
PEMANDU recognised as one of the 20 leading government innovation teams.
Press Release Date: 30th June 2014
Corporate Sector
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We apply the 8-step BFR Methodology© which addresses 8 main problems faced by governments and private sector
1 Unclear direction, not focused
2 Lack of leadership commitment
3 High level plans not translated into practical 3-feet programme
4 Rigid Implementation
5 Silo mentality and work approach
6 Public/employee demands and input not adequately heard or obtained
7 Poor accountability
8 Lack of Transparency and Trust
2 LABS
1 SET THE
STRATEGIC DIRECTION
3 OPEN DAYS
4 ROADMAP
8 ANNUAL REPORTS
5 KPI TARGETS
6 IMPLEMENTATION
7 VALIDATION
The 8-Step BFR Methodology© is a radical and structured approach incorporating clear
diagnosis, planning, implementation, execution and feedback; in a sequence which ensures transparency and accountability
during your transformation.
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Step 1: Set the Strategic Direction
2 LABS
Establish in detail what needs to be
done
1 SET THE STRATEGIC
DIRECTION To ascertain the
strategic direction required
3 OPEN DAYS
Share lab output with people and seek their
feedback
4 ROADMAP
Tell the people what we are going to do
8 ANNUAL REPORTS
Tell the people what we have
delivered
5 KPI TARGETS
Setting KPIs for monitoring and
tracking
6 IMPLEMENTATION
Problem-solving on the ground
implementation
7 VALIDATION
External validation on results
achieved
Key decision makers ascertain the direction needed for the country
in moving forward
Russia Strategic Workshop with Ministries and Federal Road Agency
Nepal Strategic Workshop with Cabinet
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Step 2: Labs
2 LABS
Establish in detail what needs to be
done
1 3 OPEN DAYS
Share lab output with people and seek their
feedback
4 ROADMAP
Tell the people what we are going to do
8 ANNUAL REPORTS
Tell the people what we have
delivered
5 KPI TARGETS
Setting KPIs for monitoring and
tracking
6 IMPLEMENTATION
Problem-solving on the ground
implementation
7 VALIDATION
External validation on results
achieved
Multi stakeholder environment to identify prioritised initiatives and establish 3ft implementation plan
SET THE STRATEGIC DIRECTION
To ascertain the strategic direction
required
India labs
Oman labs
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Step 3: Open Days
2 LABS
Establish in detail what needs to be
done
1 3 OPEN DAYS
Share lab output with people and seek their
feedback
4 ROADMAP
Tell the people what we are going to do
8 ANNUAL REPORTS
Tell the people what we have
delivered
5 KPI TARGETS
Setting KPIs for monitoring and
tracking
6 IMPLEMENTATION
Problem-solving on the ground
implementation
7 VALIDATION
External validation on results
achieved
Open Days
SET THE STRATEGIC DIRECTION
To ascertain the strategic direction
required Nigeria: Over 500 attendees visited to give feedback on the ERGP Focus Lab Initiatives
Tanzania: Over 2,000 visitors came for the Big Results Now! Transformation Programme
Open Day in May 2013
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Step 4: Roadmap
2 LABS
Establish in detail what needs to be
done
1 3 OPEN DAYS
Share lab output with people and seek their
feedback
4 ROADMAP
Tell the people what we are going to do
8 ANNUAL REPORTS
Tell the people what we have
delivered
5 KPI TARGETS
Setting KPIs for monitoring and
tracking
6 IMPLEMENTATION
Problem-solving on the ground
implementation
7 VALIDATION
External validation on results
achieved
Roadmap shared with the citizens
SET THE STRATEGIC DIRECTION
To ascertain the strategic direction
required
Oman Tanfeedh roadmap
Tanzania Big Results Now! roadmap
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Step 5: KPI Targets
2 LABS
Establish in detail what needs to be
done
1 3 OPEN DAYS
Share lab output with people and seek their
feedback
4 ROADMAP
Tell the people what we are going to do
8 ANNUAL REPORTS
Tell the people what we have
delivered
5 KPI TARGETS
Setting KPIs for monitoring and
tracking
6 IMPLEMENTATION
Problem-solving on the ground
implementation
7 VALIDATION
External validation on results
achieved
Setting KPIs for the government
SET THE STRATEGIC DIRECTION
To ascertain the strategic direction
required
Oman KPI dashboards
Malaysia KPI dashboard
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Step 6: Implementation
2 LABS
Establish in detail what needs to be
done
1 3 OPEN DAYS
Share lab output with people and seek their
feedback
4 ROADMAP
Tell the people what we are going to do
8 ANNUAL REPORTS
Tell the people what we have
delivered
5 KPI TARGETS
Setting KPIs for monitoring and
tracking
6 IMPLEMENTATION
Problem-solving on the ground
implementation
7 VALIDATION
External validation on results
achieved
Implementation and Monitoring of KPIs
Malaysia’s Annual Ministry Review / Cabinet Away Day
SET THE STRATEGIC DIRECTION
To ascertain the strategic direction
required
Oman’s Steering Committee
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Step 7: Validation
2 LABS
Establish in detail what needs to be
done
1 3 OPEN DAYS
Share lab output with people and seek their
feedback
4 ROADMAP
Tell the people what we are going to do
8 ANNUAL REPORTS
Tell the people what we have
delivered
5 KPI TARGETS
Setting KPIs for monitoring and
tracking
6 IMPLEMENTATION
Problem-solving on the ground
implementation
7 VALIDATION
External validation on results
achieved
Independent Panel and 3rd party audit
SET THE STRATEGIC DIRECTION
To ascertain the strategic direction
required Oman’s results endorsed by an independent panel and audited by internationally recognised auditors
Malaysia’s results endorsed by an independent panel and audited by internationally
recognised auditors
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Step 8: Annual Reports
2 LABS
Establish in detail what needs to be
done
1 3 OPEN DAYS
Share lab output with people and seek their
feedback
4 ROADMAP
Tell the people what we are going to do
8 ANNUAL REPORTS
Tell the people what we have
delivered
5 KPI TARGETS
Setting KPIs for monitoring and
tracking
6 IMPLEMENTATION
Problem-solving on the ground
implementation
7 VALIDATION
External validation on results
achieved
The Annual Report provides progress updates
SET THE STRATEGIC DIRECTION
To ascertain the strategic direction
required
Tanzania Annual Report
Malaysia Annual Report
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Our methodology covers conceptualisation to delivery
Facilitative
Prescriptive
PEMANDU Associates 8-step BFR Methodology ensures:
Translation of strategies and ideas into outcomes Ownership and buy-in among stakeholders Implementation and delivery of results Customisation of solutions to local context / Fit for purpose solutions and techniques Capacity Building / Transfer of Knowledge to clients
Good Strategy No Outcome
Good Strategy Delivering Results
Poor Client Ownership No knowledge transfer
Focused & Comprehensive Strategy
Results driven/delivered Strong Client Ownership
Delivery Conceptualisation Delivery Support
Ap
pro
ach
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We are anchored on our 6 Secrets of Transformational Leadership©
The Game of Impossible
KPI Anchorage
Discipline of Action
Situational Leadership
Winning Coalitions
Divine Intervention
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We are also the organisers of the Global Transformation Forum, a global platform for sharing various transformational methodologies and learnings
Transformational experiences from personal, organisational and national perspectives
50 World-class
speakers
70 countries
6,200 delegates
92.2% Approval rating
Usain Bolt
Jack Ma Arnold
Schwarzenegger
Idris Jala Carl Lewis Pierluigi
Collina
Kiran Bedi Usain Bolt
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What we offer
We specialise in: • Nation wide transformation programmes (social and economic) • Business turnaround programmes • Communications, marketing and creative content • Leadership training and Capacity building • Lab Facilitation and Project Delivery
