synthesis

WHAT IS RESULTS MONITORING?

WHAT IS ALIGNMENT?
FOUNDATIONAL OUTCOME #2
FOUNDATIONAL OUTCOME #3
 STRATEGIC OPERATIONAL

• Emergent, eg. trajectory is sketched • Incremental, eg. modest

but course corrections are expected improvements

• Highly ambitious and dynamic • Foreseeable and predictable

• Enterprise-wide. Portfolio and

• Project-specific
Program driven

• Major culture impact • Minor or no minor culture shift

• Cross functional dependency • Single silo

• Multi-year • Short term

Lesson # 5

An excuse is worse and more

terrible than a lie,
For an excuse is a lie guarded.
Lesson # 6
Neglecting the truth is rejecting the
truth.
Lesson # 7
The right thing at the wrong time is
the wrong thing.
Lesson # 8
The challenge of Risk Management
is to assess the organization without
illusions and without becoming
disillusioned.
 9
Lesson #

Silence is endorsement.
 10
Lesson #

There's a big difference between

giving up and starting over in the
right direction.
Lesson # 11
Change does not change tradition, it
strengthens it. Change is a challenge
and an opportunity, not a threat.
WHERE ARE WE NOW?
CORE MESSAGE

To keep AS moving forward, we have

an organizational challenge -- to not
only create new KRAs, but create a
renewed sense of purpose.
 Our philosophy is simple. Success starts
with alignment of PURPOSE, PROCESS and
PEOPLE. For Optimum Performance and
Value
Creation you need to have clear direction, do
the right things and have the right people
doing the right things.
A Call to Action
This newly cast role may require some courage and a bit
of adjustment. Your responsibility is to seek the truth
through assessment and analysis. Then, you need to speak
the truth about true root causes and the type of
intervention package that will remedy the situation. You
will need to lead a conversation about the level of effort
required by each party involved. You may not always find
an open door, but sharing your knowledge and gathered
data will build trust and eventually make you a highly
valued AS staff.
A Call to Action
The choice is yours. If you embrace this new
organizational view of the role of AS staff, you can
become an indispensable pillar of the organization you
serve. View RESULTS monitoring as mandatory, not
optional. Redeploy your resources to involve and embed
yourself in the whole operation. Use new world methods
to drive program results and demonstrate your role in
contributing to improved job performance and subsequent
organizational results.
 As the new OPC season starts,
let us remember that our
efforts become only meaningful
and relevant if they cease to
address the problems of the
organization, and they begin to
solve our society's problems.
 The pursuit of service
must emanate from the
belief that PEOPLE are
the object, subject and,
indeed, at the center of
service.
embrace change
initiate change
advocate change
sustain change
 cognitive
dissonance
reframe, reassess and recommit
We are the ones we've been waiting for.
We are the change that we seek.
Policy Development and Planning Bureau
Governance and Roadmap Division

LOUIE M. DESTACAMENTO