Today’s executives want (and, in fact, are mandated) to do more with less. This means achieving better results with fewer people and reduced budgets. In the Canadian federal government, this challenge has manifested itself in the integrated services mantra.
There would be no problem if achieving this end state were easy. But many employees feel that “less capacity” to achieve goals should also equate to adjusting the “demand” and not just “more work.” The dilemma sits here: Keeping employees productive and motivated without lowering expectations or raising budgets always in the context of the Federal public sector.
Ask any federal executive to list his or her most important cost and, in the majority of the cases, the answer is salary. There are a few exceptions, such as DND, where military equipment costs present high expenses. Unlike physical equipment, however, employees are not just a depreciating expense—they’re an asset whose value grows in relation to experience over time. So, it only makes sense that public sector organizations continue to invest in this important asset.
Back to our dilemma:
How do you develop this resource (i.e., empower employees to achieve more) while keeping budgets down?
You help them work smarter together with Lean contextualized for the Federal public sector. Lean can solve your dilemma—it has already done so for many government organizations.
To be continued…