IssueSuggested Solution 


HLG vision and strategy promotes standards based modernisation. However standardising a business results in a huge culture change that could be addressed through training, the recruitment of staff with a different skill set.

A concrete example of this from the effect of adopting the Common Statistical Production Architecture (currently being developed by a HLG project):

Changing the mindsets of both Information Communication Technology (ICT) groups and, equally as importantly, their immediate clients to build software in a way that makes it re-usable for others is a big shift from current practice.

That is, we are moving to an 80/20 world where IT systems will not be built to an area's exact specifications. Not longer will you not get exactly what you want, as the system needs to be re usable by other areas. It also possible that it will take longer to build and cost more money (building generic solutions that are more configurable takes longer than building a hard coded solution that meets a specific business need).

The benefits of doing this need to be clear to staff. There should be more information circulated on "what does this mean for me?" and thought given to how to address the sense of compromise (acceptance that nothing will be optimized for local use, rather it will be optimized for international or corporate use)

Information circulated about how changes due to modernisation affect staff.


Rotation of staff: internationally and/or nationally

 Non-comparable staff CVs - both for non-IT specialists and for IT specialists.

 Comparable IT CV template using controlled vocabularies for most fields

Comparable non-IT CV template using controlled vocabularies for most fields

Different cultures between countries/organizations

Shared training in many countries: evangelists!

Temporary exchange of staff

Common IT projects using the "cloud"

Excerpt from HLG Strategy

Prerequisites for change

20. To manage effectively the changes required, it is vital to consider four main issues:

(a)     Willingness to change – This is determined by trust and support for the leadership and/or governance structure of the change. There must be enough trust and support for the strategy, vision and the leadership. This will require clear communication and leadership as it is really about “selling the vision” to encourage staff and stakeholders to embark on a transformation journey;

(b)     Ability to change - This is about the capacity to change, which is determined by many factors but people and their skills are of the utmost importance. Are enough people “on board” to really make it happen? Leadership is again a critical factor as it is needed to change, often long lasting, structures and ideas within organizations;

(c)      Readiness for change - As transformation requires many changes to the organization, its people, stakeholders etc., change readiness is essential. An effective transformation must be well timed, because timing affects the level of support from the people that are involved;

(d)     Speed of change - One of the choices to be made is between evolution and revolution. Although the speed of change is to some extent driven by the increasing rate of change in the outside world, current advantages such as quality and trust should be preserved. Effective leaders regularly re-check the willingness, ability and readiness to change, and adjust the speed of change on the basis of that.

21. It is not realistic to suppose that all members of the official statistics industry will have the same levels of willingness, ability and readiness to change at the start. Change will therefore be pioneered by a few organisations before being implemented by all. The ability to change can differ as NSO’s face different challenges in particular, differences in national legislation, priorities and requirements.