Harvard Case - Public Services Canada (A): Mattie Johnsen
"Public Services Canada (A): Mattie Johnsen" Harvard business case study is written by Gerard Seijts. It deals with the challenges in the field of Organizational Behavior. The case study is 8 page(s) long and it was first published on : Mar 4, 2021
At Fern Fort University, we recommend that Mattie Johnsen, the newly appointed Assistant Deputy Minister (ADM) of the Canadian Intellectual Property Office (CIPO), adopt a strategic approach to organizational change that prioritizes employee engagement, fosters a culture of innovation, and leverages technology to enhance service delivery. This approach should be implemented through a phased process that addresses key challenges and builds upon existing strengths within CIPO.
2. Background
This case study focuses on Mattie Johnsen, a newly appointed ADM at CIPO, a government agency responsible for administering intellectual property rights in Canada. CIPO faces several challenges, including low employee morale, outdated technology, and a bureaucratic culture that hinders innovation. Johnsen is tasked with leading a significant organizational change initiative to address these issues and improve CIPO's performance.
The main protagonists are Mattie Johnsen, the ADM, and the CIPO employees who are experiencing the challenges firsthand. The case highlights the need for effective leadership, communication, and change management strategies to navigate the complexities of organizational transformation.
3. Analysis of the Case Study
The case study can be analyzed through the lens of organizational behavior, leadership, and change management frameworks.
Organizational Behavior:
- Organizational Culture: CIPO's culture is characterized by a lack of trust, low morale, and a resistance to change. This is evident in the employees' cynicism towards previous initiatives and their reluctance to embrace new ideas.
- Team Dynamics: The lack of collaboration and communication between different departments within CIPO hinders effective decision-making and innovation.
- Motivation Theories: Employees are demotivated due to a lack of recognition, limited opportunities for growth, and a perception of unfair treatment.
- Leadership Styles: The previous leadership style at CIPO has been perceived as autocratic and uninspiring, contributing to the current state of the organization.
Leadership:
- Transformational Leadership: Johnsen needs to adopt a transformational leadership style that inspires, empowers, and motivates employees to embrace change. This involves clearly communicating the vision for CIPO's future, fostering a culture of trust and open communication, and providing employees with opportunities for professional development.
- Emotional Intelligence: Johnsen must be highly emotionally intelligent to understand and address the concerns of employees, build strong relationships, and navigate the complexities of organizational politics.
Change Management:
- Lewin's Change Model: Johnsen can utilize Lewin's Change Model, which involves unfreezing, changing, and refreezing, to guide the organizational change process. This involves first identifying the need for change, then implementing new processes and technologies, and finally solidifying the changes through reinforcement and support.
- Kotter's Eight-Step Change Model: Kotter's model provides a structured approach to managing change by emphasizing communication, participation, and leadership. Johnsen can use this model to build a sense of urgency, create a guiding coalition, develop a vision, communicate the vision, empower employees, generate short-term wins, consolidate gains, and anchor the changes within the organizational culture.
4. Recommendations
To address CIPO's challenges, Mattie Johnsen should implement the following recommendations:
Phase 1: Building Trust and Engagement (6 months)
- Establish a Clear Vision and Communication Strategy: Johnsen should clearly articulate CIPO's vision for the future, emphasizing the importance of innovation, customer service, and employee well-being. This vision should be communicated effectively through town hall meetings, internal newsletters, and regular updates.
- Foster Open Communication and Feedback Mechanisms: Create a culture of open communication where employees feel comfortable sharing their ideas, concerns, and suggestions. Implement anonymous feedback surveys and establish regular dialogue sessions with employees to gather input and address their needs.
- Develop a Comprehensive Employee Engagement Strategy: Implement initiatives that enhance employee morale and motivation, such as recognition programs, professional development opportunities, and flexible work arrangements.
- Conduct a Culture Audit: Conduct a comprehensive assessment of CIPO's current culture to identify areas for improvement. This audit should involve employee surveys, focus groups, and interviews to understand the underlying causes of low morale and resistance to change.
Phase 2: Driving Innovation and Technology Adoption (12 months)
- Establish a Cross-Functional Innovation Team: Form a team of employees from different departments to brainstorm and develop innovative solutions to improve CIPO's services. This team should be empowered to experiment with new ideas and pilot projects.
- Invest in Technology Upgrades: Invest in modern technology infrastructure and software solutions to streamline processes, enhance efficiency, and improve customer service. This could include implementing online platforms for patent applications, digital document management systems, and data analytics tools.
- Develop a Digital Literacy Training Program: Provide employees with training on how to use new technologies effectively. This will help them adapt to the changing work environment and embrace digital tools.
Phase 3: Reinforcing Change and Building a Sustainable Culture (Ongoing)
- Implement Performance Management Systems: Develop performance management systems that align with CIPO's strategic goals and provide employees with clear expectations and feedback. This will help to foster a culture of accountability and continuous improvement.
- Recognize and Reward Innovation: Establish a system for recognizing and rewarding employees who contribute to innovation and process improvements. This will encourage a culture of creativity and problem-solving.
- Promote Diversity and Inclusion: Create a diverse and inclusive workplace where employees from all backgrounds feel valued and respected. This will foster a culture of creativity and innovation.
- Develop a Succession Planning Strategy: Implement a robust succession planning strategy to identify and develop future leaders within CIPO. This will ensure that the organization has a pipeline of talented individuals who are prepared to lead the organization into the future.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies and Consistency with Mission: The recommendations align with CIPO's mission to protect intellectual property rights and promote innovation in Canada.
- External Customers and Internal Clients: The recommendations aim to improve CIPO's service delivery to external customers, such as inventors and businesses, and enhance the work environment for internal clients, the CIPO employees.
- Competitors: The recommendations consider the need for CIPO to remain competitive with other intellectual property offices globally by adopting modern technologies and improving efficiency.
- Attractiveness ' Quantitative Measures: While quantitative measures are not explicitly stated in the case study, the recommendations aim to improve CIPO's efficiency, reduce costs, and increase customer satisfaction, which are all quantifiable metrics.
- Assumptions: The recommendations assume that Johnsen has the support of senior management to implement the changes and that employees are willing to embrace new ways of working.
6. Conclusion
By adopting a strategic approach to organizational change that prioritizes employee engagement, fosters a culture of innovation, and leverages technology, Mattie Johnsen can transform CIPO into a more efficient, customer-centric, and innovative organization. The recommendations outlined in this solution provide a roadmap for achieving this transformation.
7. Discussion
- Alternatives: Other alternatives include outsourcing certain functions to external partners, merging with another government agency, or privatizing CIPO. However, these alternatives may not be feasible or desirable due to political considerations and the potential impact on public services.
- Risks and Key Assumptions: The key risk is that employees may resist change, which could hinder the implementation of the recommendations. The success of the recommendations also depends on the assumption that Johnsen has the support of senior management and that the necessary resources are available.
8. Next Steps
- Develop a Detailed Implementation Plan: Johnsen should develop a detailed implementation plan that outlines the specific steps, timelines, and resources required to implement the recommendations.
- Engage Stakeholders: Johnsen should actively engage stakeholders, including employees, senior management, and external partners, in the implementation process.
- Monitor Progress and Adapt: Johnsen should regularly monitor the progress of the change initiative and make adjustments as needed. This will ensure that the initiative remains on track and delivers the desired results.
By taking these steps, Mattie Johnsen can successfully lead CIPO through a period of significant transformation and create a more effective and innovative organization that serves the needs of its customers and employees.
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Case Description
Mathilde Johnsen was a highly motivated environmental systems engineer in the real property branch of Public Services and Procurement Canada. Johnsen advanced a job grade about every 18 months, and in 2016, she successfully applied to the management stream. In 2019, after completing an MBA, Johnsen pursued an opportunity in the executive stream of the civil service. Her past behaviour raised concerns for the selection committee, who decided that, rather than promote Johnsen, they would give her a one-year secondment in the executive position so they could assess her growth. Unfortunately, her inability to deal effectively with subordinates, peers, and superiors resulted in Johnsen's effective demotion and transfer out of the department. Could this unfortunate career derailment have been avoided?
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