The unveiling of Kenya Vision 2030 marked an important milestone in
our country's development as it came soon after the successful
implementation of the "Economic Recovery Strategy for Wealth and
Employment Creation" (ERS) over the period 2003 to-2007.The economic, social and political pillars of Kenya Vision 2030 are anchored on the
Following foundations: macroeconomic stability; continuity in
governance reforms;
Enhanced equity and wealth creation opportunities for the poor;
infrastructure; energy;
Science, technology and innovation (STI); land reform; human resources
development;
Security; and public sector reforms.
I'll address the last point which is public sector reforms. If Kenya
is to attain this vision then we need to radically change and improve
public sector performance. This can be done by embracing innovative
reforms-everything from making services like motor vehicle
registration, business registration, and tax filing less cumbersome to
privatizing transportation, energy etc.
Despite the widespread commitment to change, many reform initiatives
have not lived up to expectations. In some cases, external
constraints, such as new administration or shifting legislative
priorities, have created obstacles that have stifled progress.
Meanwhile, internal constraints-such as skill gaps, resistance to
change, time-consuming processes and inadequate technologies-have also
undermined many well-intentioned reforms.
Organization and Process Design
what should the government do? At the outset, they should eliminate
functions that fail to contribute to their core mission. They should
streamline operations; redesign processes and use new technologies
deliberately to stimulate new ways of working. For example, the
Government can go On-Line on Business registration and make it a
single, integrated task that can be completed over the Internet.
Businesses can also manage their postal accounts fully online.
Top-performing parastatals and departments can also design their
organizational structures to be flexible, and establish pilot programs
to test new ideas and innovations. Structurally, they are often
decentralized, empowering employees at all levels of the organization
to take personal responsibility for the processes and activities in
which they are engaged-thus stimulating a culture of
entrepreneurship.
High performers not only design organizations and processes
progressively; they relentlessly change them to improve outcomes and
value for their constituents. This way attainment of Kenya vision 2030
will not be a mirage but a continuous improvement process we should
all think and do something about it.
our country's development as it came soon after the successful
implementation of the "Economic Recovery Strategy for Wealth and
Employment Creation" (ERS) over the period 2003 to-2007.The economic, social and political pillars of Kenya Vision 2030 are anchored on the
Following foundations: macroeconomic stability; continuity in
governance reforms;
Enhanced equity and wealth creation opportunities for the poor;
infrastructure; energy;
Science, technology and innovation (STI); land reform; human resources
development;
Security; and public sector reforms.
I'll address the last point which is public sector reforms. If Kenya
is to attain this vision then we need to radically change and improve
public sector performance. This can be done by embracing innovative
reforms-everything from making services like motor vehicle
registration, business registration, and tax filing less cumbersome to
privatizing transportation, energy etc.
Despite the widespread commitment to change, many reform initiatives
have not lived up to expectations. In some cases, external
constraints, such as new administration or shifting legislative
priorities, have created obstacles that have stifled progress.
Meanwhile, internal constraints-such as skill gaps, resistance to
change, time-consuming processes and inadequate technologies-have also
undermined many well-intentioned reforms.
Organization and Process Design
what should the government do? At the outset, they should eliminate
functions that fail to contribute to their core mission. They should
streamline operations; redesign processes and use new technologies
deliberately to stimulate new ways of working. For example, the
Government can go On-Line on Business registration and make it a
single, integrated task that can be completed over the Internet.
Businesses can also manage their postal accounts fully online.
Top-performing parastatals and departments can also design their
organizational structures to be flexible, and establish pilot programs
to test new ideas and innovations. Structurally, they are often
decentralized, empowering employees at all levels of the organization
to take personal responsibility for the processes and activities in
which they are engaged-thus stimulating a culture of
entrepreneurship.
High performers not only design organizations and processes
progressively; they relentlessly change them to improve outcomes and
value for their constituents. This way attainment of Kenya vision 2030
will not be a mirage but a continuous improvement process we should
all think and do something about it.
Once again you don't disappoint on your post. I really wish taskforces were formed on ways of making use of tech for making business environment easier. I think when ministries are headed by pro's, we'll start witnessing this. Keep up the good work and am looking forward to your next post.
ReplyDeleteIm facilitating an ISACA E- confrerence meeting this week,so might be unable to write alot but am amped by all.Its time every kenyan embrace this noble blueprint.
ReplyDelete