Organizational management refers to activities related to:
- Aligning organizational structure to strategy
- Incorporating lean and other business process improvements to improve efficiency and effectiveness
- Creating a feedback loop to continue to check and adjust performance
- Developing a system to manage change within the organization
- Facilitating a leadership culture that is conducive to carrying out agency strategies
- Formalizing the agency’s organizational approach to adjust resources to align with shifting needs
The table below includes examples of the subcategories within organizational management, along with the associated activities and capabilities that are built using organizational management.
Table 3.1 Organizational Management Strategies
| Strategy subcategory | Sample Activities | Capabilities Addressed |
|---|---|---|
| Strategic Planning | Annual strategic planning workshop | Aligning Skills to Needs Attracting & Retaining Workforce Agility & Resilience Technology Adoption Transparency Operations Focus |
| Organizational Structure | Organizational restructuring initiative | Agility & Resilience Technology Adoption Operations Focus |
| Process Improvements | Lean events | Agility & Resilience Technology Adoption |
| Performance Management | Quarterly agency performance reviews with feedback loops | Agility & Resilience Transparency |
| Change Management | Agency change management function and framework | Agility & Resilience Technology Adoption Operations Focus |
| Organizational Culture | Leadership culture and strategy retreat | Attracting & Retaining Workforce Agility & Resilience Transparency Operations Focus |
Lean Everyday Ideas at CDOT leverages economies of scale to spread innovation
CDOT has a long history of process improvement through Lean events and other process improvement mechanisms in alignment with their vision of “everyone, every day, improving every process and every product, to benefit every customer.”
CDOT’s Lean Everyday Ideas (LEI) innovations and improvements were named a Top 25 program for the Innovation in American Government Award by the Ash Center for Democratic Governance and Innovation at Harvard University.
CDOT’s process improvement success can be attributed to the agency’s ability to drive a culture of learning and to encourage the spread and “borrowing” of innovations throughout the agency.
By publicizing innovative ideas, CDOT has enhanced its capability to create a learning culture by engaging its 3,000 employees and 5 regions to “…make someone else’s idea work for them.” [Reference] Colorado Department of Transportation, “CDOT Receives Top 25 Innovation Award from Harvard,” News, August 14, 2018, [Online].
Available: https://www.codot.gov/news/2018/august/cdot-receives-top-25-innovation-award-from-harvard.