RAPID RESULTS APPROACH Bringing Change Implementation of

RAPID RESULTS APPROACH Bringing Change – Implementation of Policy Areas

TRAINING OF COUNTRY COACHES AND MFDR TRAINERS 9 -18 September 2013 Tunis

P R E S E N TAT I O N BY: S Y LV E S T E R O . O B O N G ’O

C O M E S A R EG I O N A L C O - O R D I N ATO R SYLVESTER OBONG'O - EMAIL: [email protected]

PRESENTATION OUTLINE  Objectives  Background

 The challenge of Regional Integration  What is Rapid Results Approach  Rationale for Rapid Results Approach  Why it works  Examples

 Conclusion

SYLVESTER OBONG'O - EMAIL: [email protected]

OBJECTIVES  To introduce participants to the results orientation in

implementation of Regional Integration Policies  To introduce Rapid Results Approach Implementation Tool  Spur participants to use Rapid Result Approach in the implementation of their plans and strategies


RESULTS


BACKGROUND  Despite the transformation of the Organization of African Unity to African Union in 2002, regional integration has continued to be a challenge in

Africa.  Integration is key to: A. Closing the competitiveness gap: Africa’s competitiveness as a whole trails other emerging regions – especially in quality of institutions, infrastructure, macroeconomic policies, education and technological adoption – while big gaps persist between its highest and lowest ranked economies


BACKGROUND B. Facilitating trade: Intra-African trade is particularly

limited.  Regional integration is a key vehicle for helping Africa to raise competitiveness, diversify its economic base and create enough jobs for its young and fast-urbanizing population


REGIONAL INTEGRATION STRATEGY  Regional Integration is a core mandate of the African

Development Bank as reflected in its medium Term Strategy (MTS), 2008 – 2012 and the Regional Integration Strategy (RIS), 2009 - 2012.


REGIONAL INTEGRATION STRATEGY  Under the RIS , the Bank is committed to prepare

Regional Integration Strategy Papers (RISPs) aimed at providing an analytical framework for streamlining regional integration  However implementation remains a challenge hence the need for innovative implementation strategies



RIDING A DEAD HORSE

RIDING A DEAD HORSE  Dakota Indian tribal wisdom says that when you discover you are riding a dead horse, the best strategy is to dismount. However, in government and business a whole range of far more advanced strategies are often tried with dead horses, including the following:  Buying a stronger whip;  Changing riders: Saying things like "This is the way we always have ridden this horse.”

RIDING A DEAD HORSE  Appointing a committee to study the horse;

 Arranging to visit other sites to see how they ride dead horses;  Increasing the standards to qualify as a dead horse rider;  Appointing a tiger team to revive the dead horse;


RIDING A DEAD HORSE  Providing additional funding and/or training to

increase the dead horse’s performance.  Doing a productivity study to see if lighter riders would improve the dead horse’s performance.  Hiring outside contractors to ride the dead horse.

RIDING A DEAD HORSE  Re-classifying the dead horse as “living, impaired”.

 Harnessing several dead horses together to increase the speed.  Revisit the performance requirements for horses.  Promote the dead horse to a supervisory position.



Jumping off the dead horse in 100-days with RAPID RESULTS APPROACH

WHAT IS RAPID RESULTS APPROACH ?  Rapid Results Approach (RRA) is a results-focused learning

process (methodology) aimed at jump-starting major organizational change efforts and enhancing implementation capacity.


RAPID RESULTS APPROACH  RRA tackles large-scale medium and long-term change

efforts through a series of small-scale, results-producing and momentum-building initiatives implemented within 100-days, commonly referred to as 100-day Rapid Results Initiative (RRI).


WHAT IS RAPID RESULTS APPROACH CONT…  The short-term 100-day initiative goals form the building block towards the achievement of the long-term goals  The premise of the Rapid-Results Approach is to create a context for learning and for enhancing implementation capacity, by helping organizations work on sharply defined 100-day initiatives that dovetail into Annual Work Plans and

Strategic Plans


Activities

The Rapid-Results Approach

LongTerm Activities

Time

Year 1

Rapid Results Initiatives

Year 2

Year 3

Overall Objective

RAPID RESULTS APPROACH  RRA is therefore a results-focused management tool that Accelerates implementation of strategic organizational objectives and priorities Builds support for large-scale change efforts by overcoming inertia and resistance to change Helps leaders adapt and refine implementation strategies


RAPID RESULTS APPROACH  Rapid Results Approach is thus a structured process that uses shortterm (100-day) initiatives to help build leadership and program

management skills as well as accelerate the pace at which results are achieved

 Each 100 day initiative (called a Rapid Results Initiative or “RRI”) provides an avenue for building the capacity of people as they attempt to achieve an ambitious result that is of critical importance to long-term strategies (outcomes and impacts).


RAPID RESULTS APPROACH  The Approach has been in use for the last 40 years in

the public and private sectors – both in developed and developing economies—to enhance the effectiveness and capacity of organizations and individuals.


RATIONALE FOR RAPID RESULTS APPROACH 

Accelerates learning and discovery



Reduces hidden risks inherent in long-term strategies



Promotes innovation



Promotes cross-sectional team-work orientation to implementation of plans and strategies-Integration


RATIONALE FOR RAPID RESULTS APPROACH 

Builds a framework for incorporating lessons learned

during implementation. 

Helps teams think ‘outside the box’ and eventually to ‘without a box’


DIFFERENCE BETWEEN RRA AND TRADITIONAL IMPLEMENTATION TECHNIQUES  The main difference between Rapid Results and traditional program implementation is that in the proposed program learning and development literally occur while participants are actively working on a critical performance challenge that matters to their organization or overall

strategic goals.  By contrast in traditional programs the learning is expected and anticipated to occur during preparation for, in risk assessment and in the hope of, performance improvements.


LEARNING BY DOING

“Crossing the river by feeling the stones” SYLVESTER OBONG'O - EMAIL: [email protected]

DIFFERENCE BETWEEN RRA AND TRADITIONAL IMPLEMENTATION TECHNIQUES  RRA combines best practices from the disciplines of

organizational psychology, change management and capacity building. It creates focused arenas for “learning-by-doing” in which participants have continuous opportunities for growth through self-reflection and experience sharing within and across teams.


DIFFERENCES WITH TRADITIONAL IMPLEMENTATION TECHNIQUES  This reflection and experience-sharing is facilitated by “Coaches” who provide real-time support to team members, team leaders and the sponsors in senior management.


HOW DOES RRA IT WORK?  Breaks down processes and creates a temporary governance structure for implementation of a specific task

 Team members are selected based on skills alone and their ability to help the team succeed

 Tasks are assigned to individuals and not to departments or groupthus RRA is based on individual accountability  Every team member is regarded an equal and are referred to by their preferred name and not title.


WHY DOES RRA IT WORK? 

RRI has a clear beginning and end – 100 days or less



RRI goals are uniquely defined: highly ambitious yet believable



Taps into human desire to succeed



It creates a sense of urgency by setting a 100-day target



Unleashes adrenalin and therefore enhances implementation capacity



RRI is managed for high visibility



RRI is driven by committed and diverse team



RRI is implemented to achieve higher level of performance



It strengthens accountability and commitment for RESULTS



CONTEXTUALIZING RAPID RESUIT APPROACH

Long Term

Long Term Regional Integration strategies

Mid Term

Facilitating faster movement of goods and services

Annual

Annual Work Plan

100 Days

RRI

PHASES OF RAPID RESULTS APPROACH RRI has four (4) phases. These are i.

Shape phase

ii.

Launch phase

iii.

Management of progress phase

iv.

Scale up phase


MOBILIZATION STAKEHOLDERS  Rapid results approach methodology require the involvement of all key stakeholders involved in the delivery of a service or the implementation process  The stakeholders play specific roles either as leaders in the governance structures or team members

 Stakeholders help define expected result  Team membership is by ability to help the team succeed, are appointed by name and not office,


AFRI4R GOVERNANCE STRUCTURE  The political leader (the Minister), whose role is to lead the process and get the support of policy makers;  The strategic leader (a Permanent Secretary of the Department or Head of Staff of the Minister), whose role is to coordinate and mobilize teams and resources;  Team leaders (Heads of department in charge of the strategic areas identified including: Budget, Trade, Investment) whose role is to lead teams composed of those involved in the strategic areas, to assign tasks to different members, to follow the implementation step by step and to report to the strategic leader on the implementation of teams’ work plan;  Team members : Key ministry staff plus Parliamentary and non-state actors whose role is crucial in the process through influencing and advocating for the implementation of regional policies


IMPLEMENTING AFRI4R REGIONAL POLICIES USING RRI  Identify the policy area under consideration  Identify key actors  Narrow down on a key strategic area (thematic)  Form a team under the Governance structure  Launch the RRA Initiative  The team should then agree on a specific goal under the thematic area.



BENEFITS OF RAPID RESULTS INITIATIVES Improved Performance RESULTS

Rapid Results Initiatives

New ways of accomplishing And sustaining RESULTS

Skills and confidence to scale-up Initial RESULTS


BENEFITS OF RAPID RESULTS INITIATIVES 1. Re-orients, mindset from concentrating on processes to delivery of demonstrable results 2. It helps to appreciate the place of citizens /customers in service delivery 3. Team spirit and organizational loyalty 4. It is a process that demonstrates accountability and transparency 5. Performance is easily measured in real benefits 6. Incorporates Stakeholder participation

7. It makes it easy to monitor performance and report results at both outcome and impact level. 8. Leads to creativity and innovativeness

9. Discovery of latent skills and competencies SYLVESTER OBONG'O - EMAIL: [email protected]

THE ENDURING VALUE OF RRI’S 

High Performance Team Experience



Real Accountability



Change of Mindset


A RRI GOAL IS ALWAYS  Focused on a result

 Ambitious– but achievable!  Short-term– around 100 days or less

 Has a clear and measurable indicator of success

Sylvester Obong'o - email: [email protected]



DOING BUSINESS-THE COMPANIES’ REGISTRY KENYA BEFORE RRI

AFTER 100 DAYS…

Companies’ Registry – State Law Office

 Improved the work environment thus raising the level of staff and customer satisfaction by 80% in 100 days: Reduced time taken to register businesses to a day Refurbished the Companies’ Registry Reduced backlog of 500,000 Annual Returns and other documents

MINISTRY OF IMMIGRATION In 100 days, the Ministry of Immigration and Registration of Persons was able to:  Reduce the amount of time it takes to issue a passport from more than 60 days to 21 days;  Reduce the amount of time it takes to issue a birth certificate from 21 days to 4 days  Reduce the backlog of uncollected Identity cards from 281,000 to 90,000


“The future belongs to those who see possibilities before they become obvious” John Sculley, Former CEO of Pepsi and Apple Computers



CHALLENGES 1. Inertia after the 100 day celebrations; 2. Unsustainable without good leadership; 3. Inability of teams in fixing processes (bottlenecks) to deliver sustainable results after the first wave; 4. Dependent skills and abilities of teams rather than systems; 5. It is NOT the PANACEA for all performance and service delivery issues



LESSONS LEARNED  Implementing Rapid Results Initiatives helps in identifying and possible fixing the bottlenecks in the system that have hitherto stood in the way of effective service delivery. These include:

The processes Organization culture and attitudes Rules, regulations and legislation Performance management system to focus on outcome results


FOCUS The Main Thing….

In Rapid Results Approach Is to keep the Main Thing The Main Thing!




CONCLUSION 

RRI is important tool to implement the Results Based Management approach which need to have clearly defined goals, targets and indicators of success,

preferably expressed in quantitative terms, justified on the basis of greater accountability in the use of

resources.


RRI = RESULTS FOCUS

“You’re supposed to say ‘I do’, not ‘I’ll try’.”



PARTING SHOT



RAPID RESULTS APPROACH Bringing Change Implementation of

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