1 Shifra Haar 3 PERIOD

2 UP TO – – TODAY

3 What happened during 1995 in Israel and the ICBS ? BUSINESS “Freedom of information” bill Every citizen has the right to know

4 New top managers were appointed Centralization Demand: Command and Control Professionalism MF Decentralization Independence Openness “If it wasn’t written, it wasn’t done” Trial and error Marketing PC

5 CHANGES? How could we rapidly change CBS organization culture or work style of hundreds of employees? How could we immediately change 150 Information Systems without chaos??

6 STRATEGIC PLAN - “simultaneous attack” ON ISO 9000 Change the traditional technological approach Internet - “launch” internet into the organization Becoming a “learning organization” Move to a new building - new infrastructures I‘ll describe each of them shortly

7 22 committees were established (100 employees) Intensive workload of one year Involvement of all the employees Results Strong influence on the organization (sharing information, cooperation), BUT we didn’t succeed in implementing it. Requirements - control, standardization and documentation ISO 9000

8 Strategic problems Tactical problems Functional problems The IT division had to change development direction (develop cross organizational projects, support users, infrastructure, training ) Functionality checking of the IT division

9 Examples of strategic and functionality problems Users wish for independence No overall perspective in the organization, none in technology. Major problem in employee recruitment to the civil service – low salaries especially in IT. Problems retiring inadequate tenured employees. No Help Desk support. Subject Departments don’t have the ability to gather and define system requirements.

10 Four IT divisions were established in the organization No integration between the above 4 divisions Results COMPETITION was the positive outcome

11 Around 1,500,000 visitors per month Around 200,000 html pages (static) Searchable Database with about 20,000 Time Series (dynamic) Presentations, Tables, Press releases, Statistical abstracts. A dynamic web site was developed

12 Changing CBS work culture Every employee is responsible for the data

13 CBS MOVED TO A NEW BUILDING OUR MAIN GOAL WAS TO CREATE AN INTELLIGENT ENVIRONMENT FOR THE EMPLOYEES

14 Global Goal Transform CBS into a learning organization Develop managers’ skills Improve employees’ computer skills Upgrade employees’ degree of education

15 Establish a committee to define which software will be taught Prepared computerized classes Three shifts a day Each course includes several modules Each course duration: 40 hours - certificate A specialized handbook was prepared suitable for the CBS Training deployment

16 Training employees from within the organization to become teachers Each subject has several levels of training (researchers, editors, interviewers) Accessibility to the computer - even games -cont’ Training deployment

17 1. Departments chose their own developing tools; each department had the option to develop systems independently. 2. users developed systems in their own PC 3. We become “rich” in technologies, databases and information systems, we have to support them all.. ’ IT point of view

18 Return of Investment Calculation of Cost and Benefit. Integration - necessity to break through the internal barriers (via brain storming, cross organization projects) Consolidation ( divisions, project, technology) Due to the Statistics’ Ordinance, the CBS is allowed to receive relevant files from various sources - using administrative files Security new managers (prof' of economics)

19 IT Point of View Establish one IT department Minimize technology and information systems. Creation of generic systems Create an infrastructure to store administrative files A security shell environment must be established. Do we return back to centralization?

20 Technological development influence on management IT strategic plans. BUT Different top managing characteristics, education and outlooks, had a lot of influence on the IT architecture. SUMMARY