Thursday, June 14, 2012

Lean in Government - Part II

By Pascal Dennis

A colleague, who I'll call Anne, returned to work a few years ago after raising her two boys.

She had been a senior leader with an international firm famous for its Lean activities.

As you might imagine, head-hunters beat a path to Anne's door.

Given her interest in health care, she decided to join a world-renowned Canadian hospital.



Its executives had painted a rosy picture indeed:

"We're a cutting-edge organization, a world leader!"

(I should explain that Canadian hospitals are funded by the state.)

Within a month Anne realized the so-called 'world leader' was stuck in the 1970's.

Slow, inert, backward in its thinking and processes. Full of so-called leaders biding their time to retirement.

Turns out, the hospital's reputation was entirely due to brilliant, dedicated researchers -- and not all to the somnambulists in management.

"People who join us either leave very quickly," a colleague told her,"or they stay forever..."

As you might imagine, Anne skedaddled, and now is a leader in a truly world class company.

A happy ending for Anne, but not for our society.

Knowing what I know, I'll never trust the hospital in question.

If a family member has to spend any time there, I'll question every prescription, every procedure.

And yet, I've no doubt the people want to do a good job, and are full of ideas of how to make things better.

If only they were given the chance...

Last time I asked, "How will we engage civil servants in continuous improvement?"

A corollary is, "How will we encourage professional management in the civil service?"

I'd love to hear your thoughts.

Cheers,

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