Globalisation, the impact of the information society, demographic change and persistently high levels of unemployment are placing unprecedented competitive pressures on public organisations and their employees. Modernisation in public organisations is certainly needed in order to achieve efficiency, effectiveness, economy and quality in service delivery. The National Centre of Public Administration (hereinafter NCPA), which is the main provider of training in the Greek public administration, believes that modernisation is tantamount to creating a ‘learning public administration’. Managing the transformation process rests on the organisation’s ability to continuously enhance the collective capacity to reflect, to learn how to learn, to unlearn old ways of doing things and abandon old habits. How to best navigate the transition from a rigid and conventional mode of thinking towards a creative and strategic one remains a challenge in the current knowledge-based economy.
As a response to this challenge NCPA devised the STAIR (Strategy, Targets, Assignment, Implementation, Results) model, as a change management tool, that can be utilised to effectively modernise Greek governmental organisations. In particular, the STAIR framework consists of three distinct but complementary phases: strategy design (STA), strategy implementation (I) and strategy evaluation (R) - which represent the operational core of the model. Additionally, the STAIR model puts an emphasis on the development of the intangible assets that underpin its operational core e.g. employee commitment, citizen focus, transparency, meritocracy, trust, learning and innovation etc. These intangible elements constitute the cultural core of the STAIR model and are considered to be the cornerstone for perpetual achievement and sustainable results. Based on the results of an ongoing project (2001-present) undertaken within the context of the Greek public sector, the organisation argues that successful modernisation depends on how knowledgeable an organisation is in respect to the strategic running of the two cores of the STAIR model. In other words competence in climbing up the steps of the STAIR can transform organisations into strategically thinking and acting learning entities.
The results of the project highlighted that the STAIR model as a selfreflection tool for managing change and modernisation process within Greek public sector works well. It seems adequate for identifying the organisational learning competences needed to support every stage of the process. Organisational change is not a mechanical process but a unique, organisation-specific process, that must be developed as an internalised continuous process, which is embedded in the organisational culture and is considered by every member of the organisation as a strategic tactic for learning and innovation.
|Award category:||leadership and change|
|Sector:||Public administration, modernisation, institutional affairs, reform|
|Type of activity:||e-government|
|Keywords:||Public sector modernisation, organisational change, organisational learning, organisational competences, learning organisation, strategic management, STAIR model|
|Short English description:||As a response to this challenge NCPA devised the STAIR (Strategy, Targets, Assignment, Implementation, Results) model, as a change management tool, that can be utilised to effectively modernise Greek governmental organisations|
|Organisation:||National Centre of Public Administration (NCPA)|
|Level of government:||national level|
|Size of organisation:||>100|
|Number of people involved:|
|EU membership:||EU member|