Post on 11-Sep-2019
UCAPAN
YANG BERBAHAGIA TAN SRI
MOHAMAD ZABIDI ZAINAL
SEMPENA
SESI INTERAKSI BERSAMA
PESERTA KURSUS ALMP
SIRI 51, NO. 3/2016
DELIVERING TRANSFORMATION
23 AUGUST 2016, 11.00 A.M.
DEWAN SRI BAIDURI, INTAN KIARA
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Assalamualaikum Warahmatullahi Wabarakatuh, Salam
Transformasi dan Salam “1Malaysia: Rakyat Didahulukan,
Pencapaian Diutamakan” dan Salam Sehati Sejiwa.
Terima kasih Pengacara Majlis
Yang Berbahagia Dato' Mohtar Mohd Abd Rahman
Deputy Director-General of Public Service (Development)
Yang Berbahagia Dato’ Sabariah binti Hassan,
Deputy Director-General of Public Service (Operations)
Yang Berbahagia Dato’ Dr. Mazlan Yusoff
Director of INTAN
Senior Officers from the Public Service Department and
INTAN
Yang Berbahagia Dato'-Dato', Ladies and Gentlemen,
participants of the Advanced Leadership and Management
Programme (ALMP) Series 51, No. 3/2016.
First of all, let us offer our gratitude to Allah SWT for by His
grace, we are able to gather here today as part of the
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Advanced Leadership and Management Programme or ALMP
Series 51, which is the third series for this year.
2. My thanks to INTAN for inviting me to this interaction
session. I am indeed happy to have this opportunity to meet
all of you. I am sure you have been fully occupied for the
various modules and working hard towards meeting the
requirements of this programme.
3. My topic for today is “Delivering Transformation – What
It Takes and How It Works.” However before I get into that
let me share with you highlights of two main events that
took place last week regarding innovation in the public
service.
IINOVATION: A PUBLIC SERVICE IMPERATIVE
Ladies and Gentlemen,
4. The past week has been a very significant one for
Malaysia. As you are aware, we hosted two back-to-back
signature events namely, the International Conference on
Blue Ocean Strategy or ICBOS and the CAPAM 2016 Biennial
Conference.
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5. This is something that our Public Service can be very
proud of. Both events were organised entirely by the Public
Service and received high commendation from international
leaders and participants from countries around the world.
6. The Prime Minister, Yang Amat Berhormat Dato’ Sri
Mohd Najib Tun Tun Haji Abdul Razak, articulated the need
for Blue Ocean in his keynote address at the ICBOS and I
quote:
“If we had continued with the old policies, we would
have found the Government and country swimming in
an ocean of red. We knew that we had … to make a
paradigm shift, and create a new economic model; one
driven by knowledge, creativity and innovation – a
“blue ocean” of new opportunities …. A key tool to aid
us in our National Transformation Programme is our
National Blue Ocean Strategy, or NBOS, which we
introduced in 2009 … And I am proud to say that in the
seven years since its implementation, more than 80
government ministries and agencies have joined forces
to create high impact solutions to address current
needs.”
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7. The Hon. Prime Minister thus recognised the crucial
role of the Malaysian Public Service in implementing NBOS
in the presence of an international audience. So too, the
Hon. Deputy Prime Minister Dato' Seri Dr. Ahmad Zahid
Hamidi who paid tribute to the Public Service of Malaysia
for its exemplary service in his closing address at CAPAM
2016.
8. YBhg. Tan Sri KSN and President of CAPAM shared how
BOS is now critical to the nation’s transformative journey
towards a high-income developed nation. This can be seen
in the application of BOS methodology in formulating the
11th Malaysia Plan.
9. Tan Sri KSN also shared with delegates the NBOS
implementation and monitoring mechanism, namely the
NBOS Summit, which is chaired at least three times by the
Hon. Prime Minister as well as regular Pre-NBOS Summits
chaired by himself. This mechanism has enabled both the
political and public sector leadership to review progress,
set clear timelines while encouraging greater participation,
collaboration and resource sharing.
10. I think we can declare that we have successfully sold
the idea of innovation through BOS to the world. The
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Commonwealth Secretary-General, Baronness Patricia
Scotland, Q.C., stated that "… B.O.S. can be implemented in
Commonwealth member countries. BOS is all about how you
identify things which are of high impact and low cost.”
11. Clearly, the “Blue Ocean” mantra of ‘low cost, hight
impact and fast execution’ is now on the lips of many
international public service practitioners. Now, we have
many requests for Malaysia to provide consultancy on
B.O.S. to other countries.
12. The ICBOS message of transformation through
creativity and innovation was carried through into the
CAPAM Biennial Conference 2016. The consensus of the
Commonwealth public sector fraternity is that innovation is
no longer an option for the Public Service. It is an
imperative.
13. I am bringing these key points to you here today
because firstly, you need to know the pressing issues of the
day and the current focus of the top leadership in the public
service. These issues were shared by Tan Sri KSN with you
yesterday.
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14. Secondly, the point about innovation is closely linked
to what I want to share with you today. Transformation is
about moving us to a far better state or scenario that we
desire. Innovation is what will get us there.
DELIVERING TRANSFORMATION: WHAT IT TAKES, HOW IT
WORKS
15. Let me now get into my discussion about delivering
transformation. This discussion is within the context of the
transformation that has been implemented in JPA. It is a
story that I have shared with several universities under the
CEO Faculty Programme.
THE JPA TRANSFORMATION STORY
Ladies and Gentlemen,
16. It has been 3 years, 4 months and 29 days since I
began the Transformation journey for JPA back in March
2013. I can say that my experience of more than 35 years in
the Public Service has given me a good understanding of
the challenges faced by the Public service.
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17. In addition, my service as State Secretary in Perlis
offered me first hand experience of the challenges of
managing state administration and having to deal with the
unique work culture at the state level.
18. Subsequently, as Director-General of MAMPU, I gained
insight into issues of service delivery and the technology
challenge in the public service. In MAMPU I was involved in
numerous engagement sessions, consultancy programmes
as well as monitoring and evaluation activities such as
compliance checks, audits, rating and mystery shopping. As
a result, I was able to compile a dossier of issues facing the
Public Service.
19. Hence, when I assumed the post of KPPA on 15th
March 2013, I had identified 9 challenges that needed to be
addressed as part of the JPA transformation agenda.
Looking back, many of these challenges are typical of the
“Red Ocean” scenario. The 9 challenges are:
I. Highly centralised authority;
II. Bureaucratic red tape;
III. Hierarchical reporting levels;
IV. Low strategic competency;
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V. Poor mentoring and coaching;
VI. Staying within the comfort zone;
VII. Inadequate responsiveness and awareness to
external requirements;
VIII. Silo mentality and poor consultation; and
IX. Inability to deal with the rising expectations and
requirements of stakeholders.
20. Having identified the challenges, JPA began a series of
brainstorming sessions that was done totally in-house
without the use of any external consultants. It started in
INTURA, Sungai Petani where top management and senior
officials from JPA reviewed the challenges that were
outlined and exchanged ideas on how JPA could address
them.
21. The discussions utilised the “outside-in” approach as
opposed to the traditional “inside-out” one, so that we could
focus on JPA’s programmes from the customer’s
perspective.
22. The end result was the formulation of what we now
commonly term as Kerangka Transformasi Jabatan
Perkhidmatan Awam (KTJPA). KTJPA was then adopted as
JPA’s transformation mantra with 5 strategic thrusts:
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• First, to Revitalise Talent to produce competitive,
highly knowledgeable, competent, talented and skillful
public servants to increase performance, productivity and
innovation;
• Second, to Reengineer Organisations to increase
capability and enhance organisational structure to become
more dynamic, agile and flexible;
• Third, to Enhance Service Delivery for citizen-centric
services to provide fast, accurate, quality, proactive and
responsive public service delivery;
• Fourth, to Promote an inclusive approach that
emphasises engagement, networking and strategic
collaboration; and
• Fifth, to Enculture Shared Values to inculcate a culture
of patriotism, good values, ethos and integrity.
23. Based on the 5 thrusts, a total of 200 transformation
programmes were identified for implementation over the
next three years, that is from 2013 to 2016. The KTJPA and
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the recommended programmes were then discussed and
agreed upon at all levels of JPA officers and staff.
24. It is pertinent to note that the the KTJPA
Transformation Framework has been acknowledged by no
less a personality than Professor Dave Ulrich of the
University of Michigan, Ann Arbor, widely regarded as the
‘Father of Modern Human Resource’. Professor Ulrich had
the opportunity to review and discuss the Transformation
Framework when he attended the INTAN Leadership and
Transformation Summit in 2014.
LEADING TRANSFORMATION
25. What I have described above puts in a nutshell the JPA
transformation story since 2013. But it is not as simple as I
have explained it. It has been a painstaking endeavour for
all of us in JPA.
26. In the next segment, I wish to share with you the
salient aspects of my experience in leading the JPA
transformation journey. I believe this will be useful as all of
you will be leading change programmes in your agencies.
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27. Taking charge of transformation is no simple matter. It
is all about managing change. John P. Kotter, currently
Professor Emeritus at Harvard University, is well known for
his Eight Step Change Model in his seminal work “Leading
Change”. Kotter’s model covers steps for Creating a Sense
of Urgency, Building a Guiding Coalition, Forming a
Strategic Vision, Enlisting a Volunteer Army, Enabling
Action by Removing Barriers, Generating Short Term Wins,
Sustaining Acceleration of Change and finally Instituting
Change.
28. Similarly, Carolyn Aiken dan Scott Keller, two top
management consultants with McKinsey & Co. published
findings of their research on the role of CEOs in leading
trasnformation in the MicKinsey Quartely (2007).
29. When I became KPPA in 2013, I had the advantage of
having served in JPA in different capacities previously. I
therefore had a good sense of JPA’s core business,
capability and work culture. This understanding and the 9
challenges that I had identified, set the stage in deciding
the scope of the transformation agenda for JPA.
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30. My main task then was to put the mechanisms in place
and to lead the transformation drive. To a large extent I
have taken the lessons from Kotter as well as researchers
such as Aiken and Keller in leading the transformation drive
in JPA. My actions were of course packaged to suit the
scenario at JPA.
STRONG AND COMMITTED TOP TEAM
31. My first action was to build a strong and committed
team to assist me. In JPA my Transformation team was
headed by the Deputy Director General (Development) then,
Dato’ Sri Dr. Sharifah Zarah Syed Ahmad. All Division
Directors were part of the Transformation team.
32. Some members were specially identified to ensure the
strategic dimensions of the transformation agenda were
well understood and communicated down the line. It is
important for team members not to be obsessed with the
micro perspective. In other words, the transformation team
must be able to differentiate the forest from the trees.
33. I also established a Transformation Secretariat to
assist and provide the necessary support and logistics to
implement the transformation programmes. As the
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transformation agenda expanded beyond JPA, the
Transformation Secretariat was upgraded to a full fledged
Public Sector Transformation Division or BTSA.
34. As KPPA and CEO, I had to ensure that I have team
members who have the motivation, stamina and resilience
to follow through on the transformation agenda.
35. Interestingly, most researchers of change agree that
as much as 80 percent of the transformation team’s time
should be devoted to dialogue and engagement. This has
been the experience in JPA too. I have led my team on
numerous occasions to engage with JPA officers at
different levels so that the transformation message is clear
to all.
36. In fact we established a specific engagement
programme known as TRANSHARE. Through this
programme I am able to meet with officers and staff at
different levels who may wish to share their grouses and
provide views and suggestions on JPA’s transformation.
Thus the implementation of transformation is not a one-way
process.
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MAKING THE TRANSFORMATION MEANINGFUL
37. The literature on change says that you need a
powerful transformation story to create and reinforce
commitment so that members of the organization find
transformation to be meaningful. This is what Kotter means
when he talks of creating a sense of urgency. The impact of
the transformation story depends very much on the CEO’s
ability to make it personal and to translate the story
effectively.
38. As KPPA and CEO of JPA, I have translated the
commitment to transformation through passion to unlock
the energy of the JPA community. Using my earlier
experiences during my stints in JPA as well as by
articulating the views and expectations of customers about
JPA, I was able to personalise the transformation story.
39. The case for change and the need for JPA to shift to a
much higher peformance platform was emphasised. We
need to do this because in the minds of our officers and
staff, the typical questions are “Why are we changing?” or
“What is it in it for me?” We must be ready to provide
guidance and reassurance.
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40. Once the case for transformation is made, we cannot
leave it at that. The next step is to provide constant
reinforcement. For JPA, as soon as we agreed on the KTJPA
as the vehicle for transformation, then my role was to keep
repeating this message.
41. I took it upon myself to explain the KTJPA concept
and rationale at every JPA monthly assembly. I shared the
meaning of each KTJPA component in achieving the final
objective of a high performing, dynamic, people-centric with
integrity. It is important that the transformation message is
repeated at every opportunity.
42. Today I can safely say that no member of JPA can
plead ignorance about KTJPA and its five strategic thrusts.
In the advertising business, the lesson is to repeat, repeat,
and repeat yet again. The rule of thumb in advertising is to
repeat at least 7 times before an advertisement’s message
takes root. In the case of JPA, the repetition of the KTJPA
message is beyond count!
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REINFORCING DESIRED MIND-SETS AND BEHAVIOR
43. CEOs must take the lead to influence and reinforce
desired mind sets and behaviour. One of the quickest ways
to do this is to offer something symbolic that represents the
transformation agenda. This is to encourage employees to
identify and support the transformation wave.
44. As such, in JPA we introduced several iconic visuals
and sounds that our officers and staff could identify with as
transformation icons. Now we have the Shining Diamond,
Transformation Ship, Transformation Tree and the Kembara
Transformasi song as symbols of the JPA Transformation
Agenda. They remain close to our hearts and are displayed
prominently in strategic locations throughout JPA.
45. “Kembara Transformasi” has become a theme song
for all JPA events and has even been used at national
events to promote public sector transformation including
during the National Day celebration. Even the Hon. Prime
Minister acknowledged that the song has a vibrant and
catchy tune.
46. In addition, a key programme we implemented under
KTJPA is JPA4U which is now a JPA brand. Today we
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package all the services and CSR of JPA under the banner
of JPA4U.
47. Among the JPA4U programmes include Karavan Tani
which is a weekly open market offering essential goods at
competitive prices to the JPA community. JPA4U has
become more than a symbolic programme as the officers
and staff can feel the actual benefits from the programme.
Today Karavan Tani is popular with the entire Parcel C
community in Putrajaya. Karavan Tani has outlived similar
programmes carried out by other agencies.
LEADERS CREATE LEADERS
48. Tom Peters, the eminent management consultant and
co-author of the international best seller, “In Search of
Excellence” is quoted as saying that “Leaders don’t create
followers, they create more leaders”.
49. Two senior members of the JPA transformation team
are now Secretaries General of ministries. Dato Sri Dr.
Sharifah Zarah Syed Ahmad, my former deputy, now heads
the Ministry of Communications and Multimedia while Dr.
Rose Lena Lazemi, Director of BTSA was recently appointed
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Secretary General of the Ministry of Women, Family and
Community Development.
50. Another three members of my team are now Heads of
Department. Firstly, Dato’ Sri Zainal Rahim Seman, who was
appointed Director General of MAMPU. Secondly, Dato’ Jalil
Marzuki who is now Director General of the Legal Affairs
Division, Prime Minister’s Department. Thirdly, Dato’ Dr. Abd
Halim Mohd Hussin who was appointed Director General of
the National Anti-Drugs Agency.
51. In addition, Dato’ Mohtar Mohd Abd Rahman,
previously Director of Service Division and part of the JPA
Transformation team has also moved up the ranks within
JPA as Deputy Director General of Public Service
(Development).
52. Hence I would like to think that I have contributed my
part in creating more leaders for the Public Service in
Malaysia through the transformation programme. They, in
turn, will spread the spirit of transformation in leading their
respective organisations.
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RELENTLESSLY PURSUING IMPACT
53. Consultants on the ground such as Aiken and Keller
point out that organizational energy is a crucial ingredient
for successful transformation. And they say that there is no
substitute for a CEO to direct his or her personal energy to
ensure that transformation truly has an impact.
54. The CEO has to be ready to roll up the sleeve to deliver
initiatives that bring maximum impact. This we have done
very effectively for the KTJPA initiatives. Due to time
constraint, let me illustrate just a few.
55. Under the reengineering strategic thrust, JPA
successfully reviewed its organizational structure that
resulted in the reduction of 507 posts with emolument cost
reduced by RM12.8 million. This is the first time that JPA
itself has reduced its establishment size so significantly.
JPA personnel who were redeployed to other agencies
became the ambassadors of transformation at their new
agencies. Voluntarily reducing posts is not the norm. As
such it required my personal intervention and constant
monitoring in order for it to succeeed.
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56. The most recent initiative is the Rationalisation of
Schemes of Service under SSM for Federal Agencies that
was announced on 14th April 2016. Under this exercise 252
schemes of service in the public service were reviewed and
we now have reduced the number to 240 schemes. The
exercise was successfully implemented on 1st July 2016.
57. The rationale is to attract and retain talent, improve
mobility and career development, create flexibility in
service matters, streamline terms and conditions for
appointment in line with current requirements, improve
management of schemes and provide for TVET
qualifications in the relevant schemes of service.
58. Another successful initiative is the transformation of
INTAN. The first step was to restructure INTAN through the
establishment of eight new clusters in 2013. The next focus
was to enhance and upgrade the programmes offered by the
various clusters. A key programme is the Post Graduate
Diploma in Public Administration for Cadet PTD. For the
first time, INTAN’s Post Graduate Diploma programme has
received accreditation from the Malaysia Qualification
Agency (MQA). This is something that INTAN can be proud
of.
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59. Under Revitalising Talent, in 2015 alone, more than
90,000 officers and staff in different schemes of service
were promoted or approved to act on higher positions. One
focus area was to enable better career development
opportunities for officers in closed service departments.
60. In addition, more than 600 officers in common user
schemes on grades 48 to 54 were placed on the Fast Track
scheme as part of the effort to revitalise the public service.
This is in line with the changing profile of the public service
with nearly 70 percent of the public service now made up of
those from Generation Y and Z.
61. Under the Enhancing Service Delivery or Merakyatkan
Perkhidmatan Awam strategic thrust, JPA has introduced 2
major service delivery initiatives under the NBOS agenda
namely 1PESARA and 1SERVE. Now, multiple services of
the different divisions of JPA are privided through 1SERVE
as one focal point. Both initiatives were featured
prominently during the ICBOS conference in PICC last week
and captured the attention of foreign delegates.
62. What is more unique about 1SERVE is that you can
also do transactions beyond JPA such as applying for
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international passport, renewing your driver license or
applying for your myKad.
63. Between November 2015 and August 2016, more than
28, 972 customers have transacted at the 1Serve counter in
JPA.
64. On 8th April 2016 we introduced the 1SERVE Transit
Lounge@JPA4U and Buggy Service as a value added service
under the 1SERVE Serve initiative. Since its introduction,
6,684 customers of JPA have utilised the buggy service.
65. The key point I want to make here is that through the
implementation of 1SERVE, we can clearly show the link
between JPA’s core business of talent development and
service delivery. JPA has broken tradition by moving beyond
its conventional human resource focus. We have also shown
that we can ‘Do More With Less For More’.
EXPANDING THE TRANSFORMATION AGENDA
66. As you are aware, we began expanding the
transformation drive since 2014 by rolling out the Kerangka
Transformasi Perkhidmatan Awam (KTPA) to all ministries.
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We have been engaging all ministries through JPA4U
process. Our last engagement was through the KTPA
Gallery Walk with all 24 ministries that involved 400
officers. The Gallery Walk identified 72 high impact
initiatives to be implemented at the respective ministries.
67. Therefore, as you return to your respective ministries
after this programme, it is expected that you will play an
integral role in your respective positions to support the
Public Service Transformation agenda in your ministries and
agencies.
CLOSING REMARKS
Ladies and Gentlemen,
68. Transformation is a long and difficult journey. It
requires a lot of patience and persistence. I hope you can
take some lessons from the JPA transformation journey that
I described earlier.
69. On that note, thank you for listening and once again, I
would like to thank INTAN for giving me this opportunity to
share my thoughts and ideas with all of you. Now, I would
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like to hear your views on transformation and how to further
improve the public service.
Wabillahitaufik Walhidayah Wassalamualaikum
Warahmatulahi Wabarakatuh. And thank you.