Читать книгу Digital Government Excellence - Siim Sikkut - Страница 30

There are some very integral values that are close to my heart. I personally do believe in transparency and openness between the teams, and especially in the same organization. I do think that there is no shame in copying and pasting, as long as we know where we are pasting it and understand what we are copying in the context of adopting successful examples. I also do believe that there is no shame when you work yourself to the ground, because if you work you will make mistakes. Better to say that we did a mistake, and this is the way how we rectified these mistakes, than not to try.

To have a healthy organization, you need to have trust with your people, or your system, and with other agencies and members. So, trust is another value that I emphasize. I cannot work with teams that I do not trust, and if they do not trust me—if I want to run with them in this race and win the race. Our race was to reach our deadlines. That is why trust was a very essential part of our philosophy.

In addition to these values, we needed to bring the change mindset to the front. Of course, His Highness Sheikh Mohammed bin Rashid al Maktoum had started in the mid-1990s to revamp the Dubai government and have an enterprise or Dubai Inc. mindset—so that everyone in the government should have that entrepreneurial spirit. I wanted to change Dubai to be in continuous change: that we would always continue to change how we did things for the benefit of our people, the citizens and residents.