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Articles by Roland Dillon
AI in the Australian for-purpose sector: Laying a strong foundation
AI adoption in Australian for-purpose organisations is growing, but without a considered approach, AI can add pressure and prioritise output over outcomes. How can leaders prepare their teams for more effective AI journeys? In the resource-strained for-purpose sector, AI tools may help teams work faster, reduce manual effort, and recover time for higher-value work.
The link between organizational health and public sector performance
New evidence finds improving the health of public entities is critical to citizen satisfaction, financial performance, service quality, and public trust. In the private sector, it’s beyond question: Healthier organizations perform better.
Character is key: Leadership excellence in the public sector
In a disrupted world, public sector leadership is getting harder. New McKinsey research shows how excellent leaders are rising to the challenge: They make purpose their engine and character their compass. Leading a public department or agency is famously difficult, and it’s only getting harder.
Honing leadership excellence in the public sector
Much is known about what makes private sector CEOs successful. But research is lacking on the practices of public sector leaders—even though they manage one-third of the global workforce, around a quarter of global GDP, and services that are essential for societies.
Supporting resilience and preventing burnout in nonprofits
The nonprofit sector in Australia faces a high rate of burnout, but employers can reduce the problem by improving workplace mental health and establishing the right support structures. The nonprofit sector attracts employees who want to make a difference in the world, who care deeply about others, and who want to create sustainable and inclusive growth.
Lessons in leadership: Making government “a great place to work”
David Thodey has led successful transformations across Australia’s public and private sectors. He recently sat down with McKinsey to share his recipe for success. Transforming any organization successfully is tough to pull off. But not for David Thodey. He’s led successful change efforts across Australia’s private and public sectors. Thodey is widely credited with driving a customer-centric transformation of Telstra, Australia’s largest telecommunications provider, where he served as CEO.
Employees on the move: How to keep and attract talent
Australian employees are on the move—seeking work that is more meaningful, advances their careers, and pays them more (Exhibit 1). Working in the public sector has often been regarded as satisfying for those who want to give service, rather than earn a lot of money; yet employees in this sector, too, are looking elsewhere to fulfill their work needs. We strive to provide individuals with disabilities equal access to our website.
Employees on the move: How to keep and attract talent
In Australia, job mobility is happening in both the public and private sectors. Leaders are faced with finding ways to keep present talent and attract the new. Australian employees are on the move—seeking work that is more meaningful, advances their careers, and pays them more (Exhibit 1).
Transforming government in a new era
Never before have governments and their workforces been asked to do so much, so fast. As a result, public-sector leaders are seeking transformational improvement in citizen services, policy outcomes, and regulation. But government transformation is hard to pull off in a context of fiscal challenges, public mistrust, and workforce fatigue. McKinsey’s recent survey of public-sector leaders finds that nearly 80 percent of major change efforts fall short of meeting their objectives.
Transforming government in a new era
How engaged public servants, enabled by technology, can deliver better outcomes in a time of disruption. Never before have governments and their workforces been asked to do so much, so fast. As a result, public-sector leaders are seeking transformational improvement in citizen services, policy outcomes, and regulation. But government transformation is hard to pull off in a context of fiscal challenges, public mistrust, and workforce fatigue.
Collaboration in crisis: Reflecting on Australia’s COVID-19 response
Australia’s response to the COVID-19 pandemic to date offers valuable, actionable insights for decision makers worldwide. Build trust, use data, collaborate well. As countries the world over face down the health, social, and economic challenges of the COVID-19 pandemic, we consider these three principles as key to the success of Australia in its fight against the pandemic so far.
Collaboration in crisis: Reflecting on Australia’s COVID-19 response
Build trust, use data, collaborate well. As countries the world over face down the health, social, and economic challenges of the COVID-19 pandemic, we consider these three principles as key to the success of Australia in its fight against the pandemic so far. With a population of around 25 million, Australia has experienced lower infection and death rates than many comparable OECD countries, with just 27,912 confirmed cases and 908 deaths as of December 1, 2020.
Putting people at the heart of public-sector transformations
It is no easy matter to bring about major change in a large, complex organization—whichever sector it’s in. McKinsey research has found that 74 percent of private-sector transformation efforts fail to meet their objectives, while in the public sector, the failure rate is even higher, at 80 percent. In both sectors, people practices are a decisive factor, often making the difference between success and disappointment.
Building a one-stop shop for government services in Australia
Service New South Wales, a website for citizen services, was built like a start-up within the government, in a rapid, iterative process sharply focused on customer satisfaction. Citizens’ expectations of governments are rising, as they increasingly compare government services to customer-obsessed, digital-first services offered by the private sector.
A small nudge to create stunning team results
October 29, 2018Could you boost your team’s creative thinking just by passing around warm mugs of tea? Responsible use of “nudges” – subtle interventions that guide choices without restricting them – can be the key to opening up creativity, innovation and great performance levels to individuals and ultimately organizations. We set up these ideas in two recent blog posts (here and here) about the technique of nudging to influence behavior and propel action.
A small nudge to create stunning team results
During a gathering of senior executives at the McKinsey Executive Leadership Program in Australia, we put the concept of priming to the test. Here are the results. Could you boost your team’s creative thinking just by passing around warm mugs of tea? Responsible use of “nudges” – subtle interventions that guide choices without restricting them – can be the key to opening up creativity, innovation and great performance levels to individuals and ultimately organizations.
Transforming policing: An interview with Mike Bush, New Zealand’s police commissioner
The country’s crime rate has decreased drastically in recent years after the police commissioner shifted to a focus on prevention instead of prosecution. New Zealand cut its crime rate by 20 percent in four years while boosting public satisfaction with policing. The country’s police chief attributes its “180-degree shift” to a prevention-focused approach—a shift that holds lessons for other public-sector transformations.
Elements of a successful government transformation
Five essential disciplines can more than triple the success rate of public-sector change efforts. In our conversations with public-sector leaders across the world, we hear real urgency—and a fair amount of anxiety—about the need to transform government services. At the national, state, and city levels, governments know they must find new ways to meet the expectations of citizens, many of whom are increasingly discontented.
A smarter approach to cost reduction in the public sector
Most cost-cutting programs fail. To do better for less, governments need to build capabilities, harness data and analytics, and reinvest savings. The demands on governments are greater than ever, yet many countries face tough constraints on public spending. Worldwide, total gross government debt increased from $51 trillion in 2010 to $65 trillion in 2016 (in real 2010 prices).
Entregando resultados para os cidadãos: como triplicar a taxa de sucesso das transformações governamentais
Um aumento no número de transformações governamentais bem-sucedidas poderia contribuir para solucionar os maiores desafios da sociedade, atender melhor às necessidades dos cidadãos e dar suporte ao uso mais produtivo dos recursos públicos. Governos ao redor do mundo sabem que, para atender às necessidades de seus cidadãos, eles precisam transformar os serviços que oferecem.
How governments can be more effective by reallocating their resources
Scrutinizing past expenditures and radically challenging cognitive biases can help governments cut costs and create better outcomes for citizens. In the private sector, the best-managed companies often review their finances strategically, make tough decisions about investments, and reallocate resources quickly.
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