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Operational & Process Excellence
Modernising & Maturing Australian Corporate Shared Services
The agency itself was created in 2012 through a merger of other organisations, but by 2019, the founding CEO had resigned and things started to feel stale. “Often with a new CEO comes a bit of change,” and one of the first things that the new CEO implemented “was the first-ever employment engagement survey.” This also led to a new 10-year strategy, which was “endorsed by the board in March 2020.” Separate from that, other changes happened in the sector and across government at around the same time, and just before COVID-19 became the focus of everyone’s attention, it was …
Operational & Process Excellence
Scaling, Digitising & Maturing NZ Public Sector Shared Services
The goal of any business, particularly a large-scale operation, is to be as efficient as possible, delivering the best possible services whilst expending the least number of resources, thereby maximising profit. For large institutions with long histories, changing behaviours and becoming more efficient is often particularly difficult. But not impossible. However, like every organisation of significant size, there are constant roadblocks. The finance team, in particular, they are constantly involved in “firefighting, managing our backlogs, solving problems, and coaching our people to be more efficient, though there’s never enough time to actually develop our people.” The goal of course is …
Operational & Process Excellence
Understanding the Impact of Covid-19 on NZ Public Sector Procurement
In procurement circles, people often “use the terms SRM and contract management interchangeably, but they are not the same thing.” Contract management is all about delivering the services or goods outlined in the contract. In many cases, this is procurement 101. SRM however is “about generating new value that goes beyond what’s written in a contract.” It is about performance and relationship management and “if we focus on that, then we will see value generated through continuous improvement and innovation over time.” This is particularly relevant now because, after events like “earthquakes, floods, security threats, and COVID-19, there is a …
Operational & Process Excellence
Assessing Technologies Driving the Future of Corporate Function - Q1 2022 National Insights Series, Virtual Event
With the Federal Government’s Digital Economy Strategy allocating of $15.3 million to The Shared Services Program as part of the Modernisation Fund (2017) to support the transition of agencies to more “modern and sustainable operating models”, $89.5 million across three years to consolidate and streamline back-office corporate functions in the Australian Public Service, and further funding for Services Australia to design, build and operate the GovERP platform, public sector back-offices are now making tracks toward becoming efficient, intelligence enabled decision-making hubs. Building reliance on digital skills and capabilities, all finance functions are now encouraging modernised business processes and transformed government …
Operational & Process Excellence
Taking a Proactive Approach to Supplier Diversity
At the recent Procurement Transformation virtual event, we heard from Parker Brigg, Assistant Commissioner, Strategic Procurement, Australian Taxation Office as he dived into how to take a proactive approach to supplier diversity. In this article he explores: The challenge to meet those targets “has evolved over time” and through that, the ATO realised that “the commitment to supplier diversity is in our organisational DNA. The ATO has a long heritage in supporting and engaging with small businesses, so supply diversity and Indigenous procurement fit very well within our organisational mission.” Six years ago, the senior leadership of the organisation recognised …
Operational & Process Excellence
Integrating a Resilient Corporate Governance & Risk Culture
As a result, about two and a half years ago at a gathering of all the senior executives and directors – “about 30 staff from across the organisation” – a discussion began around “thinking differently about how we approach governance and risk within the organisation.” This is particularly important because the NAA is the “federal agency that collects records of Australian government decisions and actions as evidence to preserve the nation’s memory, identity and history,” and therefore needs to be well governed. The idea internally was to “get people to understand the benefits of effective governance, rather than it being …
Operational & Process Excellence
Procurement Innovation in the APS
Supply chains the world over suffered a real shock as a result of Covid-19. For the public sector, the fragility of supply chain and procurement initiatives was highlighted. This coupled with our growing dependence upon global supply has exposed weaknesses in long-standing ways of working. Supply chain and procurement professionals across the APS are now taking the lessons learned from the last 18 months and are looking to enact change. Through new ways of working, procurement leaders are looking towards smarter, better, and more efficient procurement practices. However a number of challenges; including operational complexity and competing priorities stand in …
Operational & Process Excellence
Process Transformation & Excellence
The pandemic and the pace of technology continue to show that the world is changing very rapidly. Having established that agility and innovation are important, what does this mean for governments in Australia? Essentially agility is about “the evolution of management practices. It is not a specific delivery methodology or framework, but is about how we navigate the uncertainty and complexity of the environment that we are in.” To be truly agile and innovative, “since the target is now shifting and moving,” rather than engaging in large government projects that “could take multi-years to complete and cost hundreds of millions …
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