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GUIDELINES FOR DEVELOPING A TRANSFORMATION PLAN
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Transformation of the public service is not an easy feat. However, it is not impossible, as shown in
the study by McKinsey involving federal agencies in the United States. Despite significant challenges,
public sector organisations through the transformation process will be able to have a significant impact on
the service delivery improvement outcome.
In order to generate significant transformation effect, focus should be given to initiatives that have a
high impact and not just regular initiatives that are part of the annual work targets. In planning an initiative,
each agency must look within the bigger horizon. Planning initiatives should emphasise the real action that
focuses on outcomes and not focusing on conceptual ideas only. These initiatives should be part of the
daily work. A time frame must be set to measure the impact of changes implemented. Accordingly, a
progress chart for each of the planned projects needs to be provided for monitoring purposes. Monitoring
plays a key role to ensure that every action taken be implemented as planned. Meanwhile, the
implementation of other initiatives should also be continued to ensure smooth functioning of the
organisation.
Successful transformation of the public service depends on the cooperation of various parties. In this
regard, work in silos should be reduced. To promote cooperation, understanding at all levels needs to be
improved. Understanding of the principles and goals of the public service transformation create a sense of
ownership in realising the transformation intent. Collective and informed decisions are important to ensure
the smooth implementation of the transformation.
All public sector organisations need to look through the perspective of the customer to provide the
best of service. Thus, the engagement session is important and it should start with members of the
organisation, followed by customers and stakeholders. Programmes at the grassroots level must be
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