Читать книгу Digital Government Excellence - Siim Sikkut - Страница 83

I went to all kinds of meetings and other stakeholders, to know the persons there, hear their expectations and if any kind of targets had been given to us. That was a conscious step to start building a network but also to figure out our strategy.

I knew that primarily I had to look into what changes to do in the organization, because it was not delivering. I started in mid-March and made the proposal on how to change the setup at the beginning of June. I had the changes in place by the beginning of the next year.

My first task was to see what we did, what skills we had. I had an interview with everyone in the team, asking them for their opinion on what we should do differently and what was good. What he or she would do in my job. During those three months, I had the discussion for thirty minutes with each person working for me, going through structured questions that they had gotten beforehand so that they were able to prepare.

I reformed our team into three units or areas. This way people knew better what they were supposed to do and deliver. One part was digitalization, another part was policy and data and law, third was delivering services by supporting Valtori, security, and so on.

I had first only the six-month period in office, which ended at the end of August. I had to wait to be appointed to the actual term in the office in order to fully implement the team changes. This period was quite horrible, in fact. Some people did not want me to be their boss; they did not like my proposal for the new organization. Some of them even went around trying to lobby against me. But in order to deliver I needed to change the organizational structure.