The success of a project as complex as the Olympic Games requires the most perfect alignment possible between the stakeholders.
Local and national politicians, sports organizations, public administrations and services, private actors, etc.
Beyond the necessary technical and organizational skills of each, it is fundamental that the goals are clear and shared, the general philosophy accepted, the constraints (budgetary, environmental, technical…) defined and well understood…
And that each person assumes his or her role in the service of a project larger than him or herself. The success of this mega-project.
Although on a smaller scale, the success of the digital transformation of one’s territory represents a rather similar challenge.
The various stakeholders must be precisely aligned on issues that are sufficiently well positioned and clearly expressed so that they can be shared, implemented at the level of each department and monitored over the long term.
Indeed, if the Olympic and Paralympic Games only last for one summer, digital projects deliver their benefits over the long term.
Sound familiar?
Every man for himself
The asset manager decides to deploy an energy management solution. He logically chooses a specialized solution, with a good reputation, for this purpose.
Shortly after, the schools manager does the same for CO2 monitoring. Then, the waste management department for the monitoring of the waste collection points (PAV) and the waste disposal center, etc…
The result: many siloed solutions, no reuse of systems or pooling of know-how, limited control of solutions, a global budget that is far too large.
Paralysis
Elected officials are determined to make their city a model of decarbonization. The DGA in charge of the sustainable city is therefore looking for any solution contributing to this objective.
But the DGA in charge of technical services, overwhelmed in his daily life, is worried about the impact that these initiatives will have on his teams. In addition, he is responsible for the choice and operational implementation of the solutions.
The result: a long decision time, with partially contradictory objectives (and constraints), resentment between teams, missed opportunities, and stunted benefits.
Off target
Here, a choice is made after careful consideration (objectives, technologies, business processes…), in agreement with each department. But once the technical solution(s) is (are) implemented, the stakeholders lose interest in the project.
After all, since it is launched, it will work “like in the books” and one can move on.
Despite possible technical successes and promising partial results, the project will drift with time and finally will not really reach the initial target. Without us really knowing it.
The 3 musketeers (+1)
A major digital project requires the coalition of 3 essential stakeholders: elected officials, general management, technical services and field agents, supported by a fourth player: management control (or any other equivalent name).
Elected officials
The General Services Department (GSD)
It studies, proposes, budgets, plans and distributes the responsibilities and actions to be carried out in order to fulfill the mission defined by the elected officials in the best conditions. It is important that the different members of the DGS speak with one voice (after possible and sometimes necessary debates between them).
The operational services
Management controller
The management controller is often the forgotten, or even ignored, member of the organization. His role extends (or should extend) well beyond financial monitoring. Well used in his extended role, transversal to the organization, he is the guarantor of the continuous alignment of operations with the initial objectives, prevents drifts, measures the results.
- Development, measurement and analysis of performance indicators (KPI – Key Performance Indicators);
- Analysis of all types of risks;
- Sharing information with elected officials, the DGS and technical services;
- Collects important information from operational functions;
- Proposal of corrective actions and continuous improvement…
Information systems naturally develop in silos that are difficult to make collaborate in the service of a mission greater than them. This is the mission of the Agora Software solution.
Establish links between the various systems, and also with their users (agents, partners, public).
In the same way, organizations have a natural tendency to a clan operation, whatever the good will of its members. The mission of the controller, if properly appointed and empowered, is to focus the actions and energy of the teams involved around the goals of their project, throughout the duration of the project.
If this article interested you, you could also read Cross-functionality, a source of performance for the digital city or go directly to our page dedicated to Cities and Territories.
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