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Organization Development in Digital Agency

It shows the organization of Digital Agency.

Toward a soft organization that is not bound by conventional frameworks

Organizational system

Since its establishment, in order to adopt specialization-based recuruitment, which has expertise in the digital domain, we have established a membership-type employment adoption method different from the conventional administrative job type and have continuously adopted it. In 2022, we achieved a recruitment ratio of more than 20 times and a job offer acceptance ratio of more than 80%. As recruitment progresses smoothly and the scale of organization grows, organizational system has also changed to Agile. In order to support the segmentation of specialized human resouce units to which private sector specialists belongs and Chief Officer of the Digital Agency and Digital Trial, Management Planning Office (MPO) was established directly below Management Planning Office (MPO). In order to organically and efficiently carry out management strategies and public relations strategies, project and process management, human resources and organization management, and finance and procurement management, has established a management cycle such as a management meeting and implemented transparent information sharing of decisions. In addition, we launched R & amp; D and started to develop in-house development environments.

  • Ongoing recruitment Continuity: private sector specialists's Year-Round a specialization-based recruitment method Continuity and Successful Recruitment
  • Segmentation of Specialized Units: Strategic specialized human resouce units Consolidation
  • Strengthening the Strategic Planning Function: Developing a mechanism for the management function to work organically and efficiently
  • Strengthening the risk management system: Developing a system that can quickly identify and share a wide range of risks and respond to them
  • Development of project management: Development of a system for strengthening cooperation and efficient promotion of projects

Organizational culture

In Digital Agency, which is a revolving door for human resources, it is necessary to build common values and a organization to become a monolithic organization as a organization and to continuously implement penetration measures because the organizational culture has a high turnover of Mission Vision Value and attracts human resources with diverse values and backgrounds. We continue to take measures to embody Kyushu, which was formulated at the time of establishment, and continue to make efforts so that it does not become a mere shell.

  • Awards for praise: Commendation of MVP, Vision Award, Value Award, etc. and presentation of action models
  • All-Hands Meetings: Regular all-office meetings to enable interactive dialogue with executives
  • Agency Workshop: Creation of opportunities for employees to learn from each other in diverse areas such as technology and policy
  • Value Ambassadors: Volunteer activities to promote Mission Vision Value penetration

Working environments

In Digital Agency, large-scale personnel changes occur periodically due to new hires and the transfer of administrative officers. With the replacement of human resources as a prerequisite for organization, we have developed a mechanism to support early catch-up by expanding on-boarding content for new employees, including executives, and are developing a work environment that is easy for everyone to work in. Thus, productive and efficient communication is realized.

  • Introduction and dissemination of information sharing tools: Dissemination of use by expanding the functions of tools, conducting training, and preparing manuals
  • Development of IT environments within the Agency: Examination and development of development infrastructure and tools by establishing the Information Systems Department
  • Establishment of remote work: Promotion of flexible working styles by establishing meetings and discussions online
  • Expansion of onboarding: Implementation of onboarding for new entrants and executives

Strengthening Strategic Planning and risk management

System diagram of the positioning of Management Planning Office (MPO). The minister is at the top, followed by the senior vice-minister, the parliamentary secretary, Chief Officer of the Digital Agency, and Chief Officer for Digital Policy, followed by Management Planning Office (MPO). Below Management Planning Office (MPO), four groups are located: Strategy & Organization Group, Digital social common function Group, For the public Group, and Ministry and agency business Group. risk management system diagram. The minister is at the top, followed by the senior vice-minister, the parliamentary secretary, Chief Officer of the Digital Agency, Chief Officer for Digital Policy, and Strategy & Organization Group, followed by three controllers, Personal Information Protection control, Incident control, and Security control.

Installation of Management Planning Office (MPO)

In order to support the decision making of Minister for Digital Transformation, Chief Officer of the Digital Agency, and Chief Officer for Digital Policy, a new Management Planning Office (MPO) has been established. The purpose is to strengthen the governance of the entire Digital Agency, so-called strengthening the secretariat function, by promoting the examination and consensus formation of strategies and policies of the entire Digital Agency, the aggregation of information and the sharing of related parties, and the extraction of Issue across the Group and the determination of directions.

Strengthening the risk management System

Digital Agency is engaged in the development and operation of a system that is involved in a wide range of people's lives and administration. Therefore, in addition to security incidents and personal information leaks, we will build a system that can quickly identify and share a wide range of risks, such as defects in services and suspected violations of law, and respond to them. In addition, we have established a mechanism to set up contact information in the event of a risk event and to immediately share information with related parties.

Organization expansion to promote government-wide digital reform and internal development

Graph of the number of employees hired. As of September 1, 2022, 106 employees were hired in private sector specialists and 12 in administrative personnel. As of August 31, 2023, 136 employees were hired in private sector specialists and 33 in administrative personnel. Graph of the number of employees over time. As of September 1, 2021, 571 employees were hired. As of July 1, 2022, 757 employees were hired. As of July 1, 2023, 1013 employees were hired. Pie graph of the human resources category. Administrative graduates 44%, private sector graduates 43%, local local government graduates 6%, other office support, etc. 7%. Number of specialized units, 12 units as of September 1, 2022, 20 units as of August 1, 2023, plus 8 units.

Promotion of employment through diverse employment forms

In order to promote DX and internal development throughout the government, the number of employees in the Digital Agency organization as a whole has increased from about 750 in 2022 (as of July 1) to about 1,000. We are promoting employment in various employment forms, and in the past year, 33 administrative personnel and 136 private sector specialists have newly joined the agency. intensive recruitment publicity is also actively implementing it, and we have received many applications for employment in administrative personnel and private sector specialists.
*Those who accepted the offer and those who did not enter the office during the specified period are not included.
*Digital support staff / policy specialists / Government DX Promoters are excluded from the number of employees hired in private sector specialists.

Toward a Diverse and Specialized organization

As of July 2023, about 50% of the employees are from the government, including local government, and about 50% are from private sector. We aim to create a public authorities where employees with various skills and backgrounds can play an active role and create new value that has never been seen in organization. We have reorganized the services provided by private sector specialists and improved the management system, and expanded the system in specialized human resouce units to which specialized human resources belong. In addition, we have strengthened the recruitment of specialized teams to support Promotion of DX in each ministries and agencies, making a significant contribution to Promotion of DX across the government.

Strengthened collaboration and efficient promotion system for projects

Image of the efficient promotion system before and after the initiative

Efficient project promotion in organization

In past project activities, more than 100 projects were promoting projects by separately formulating goals and action plans. In this case, there was a Issue where it took time to share information between projects and prioritize projects in order to achieve the final goals. Therefore, we defined 13 project groups linked to the three focus areas in Digital Agency, and made it possible to efficiently share information between related projects. In addition, we set goals and plans for each project group, and made it possible to rationally make decisions and prioritize projects.

Maintenance of Project Management Process

Image of Project Management and Quality Improvement Review System

Implementation of project management based on overall strategy

All projects related to the development and management of the system implement project management based on strategies and indicators for each Priority plan and defined project group. The project management team periodically reviews, grasps project plans and progress information, and shares information with management and related parties. By establishing a project management mechanism, we aim to promptly respond to the Issue and risk caused by each project and promote the project smoothly.

Establish a review and support system for quality improvement

In order to provide high-quality services, Digital Agency has started a release decision system consisting of Chief Officer of the Digital Agency, Chief Officer for Digital Policy, CxOs and others for the release of important services, as well as supporting projects with human resources with specialized skills. Through this system, we will ensure and improve the quality of services provided.

Sharing Goals and Fostering organizational culture

Indicators of organization activities. value penetration increased by 0.2 points from 3.4 points in May 2022 to 3.6 points in November 2202. The number of all-hands participants was about 580. Agency Workshop was held 56 times. Categories security 22%, Cloud 17%, Data 13%, accounting (budgeting / procurement) 8%, semi-public sector, Policy Planning, local government DX, quality control 6%, Others 18%

Shared Mission Vision Value

We have set and shared common goals such as mission and vision, and clarify guidelines for our staff to follow as an employee as values. We have continuously implemented measures to share these policies within organization. As a result, value penetration in organization survey has improved by 0.2 pt from the previous survey. The percentage of respondents who "understand the content," "can implement some of it," and "can implement all of it" has increased from 85% to 91%.

Communication across the organization. A mutually learning organization

Since its establishment, we have continuously held all-hands meetings (meetings of all agencies) at a pace of once a month, in which all employees can participate and can talk directly with government affairs and executives. The participation rate of government affairs, including ministers, is high, and mutual communication using chat is actively carried out, which embodies the organizational culture of flat relationships. In addition, "voluntarey workshop" is also frequently held as a place where employees can utilize their expertise, learn from each other, and directly ask questions and discuss across positions, and a "culture of learning each other" is beginning to be cultivated in Digital Agency. As a mechanism to support efforts to achieve results, we also hold irregular open recruitment. Many employees participate in AI projects and G7 support projects, and we are actively taking new initiatives.

Identify and continuously improve the Issue of organization

Comparison of organization survey in May 2022 and November 2022. Staff who are satisfied increased by 51% to 58% and 7%. Staff who are proud increased by 63% to 66% and 3%. Staff who are positive about improvement as organization in the past six months increased by 58% to 62% and 4%.

Implementation of organization survey

In order to continuously improve the organization, we periodically diagnose the condition of the organization. We prioritize the Issue based on data and facts, and examine the effects of measures for improving the organization and future measures. Since the previous survey, the understanding, penetration, and embodiment of employee satisfaction and values have steadily improved. We will continue to conduct periodic diagnostics, sincerely look at the actual condition of the organization, and carefully implement measures necessary for the organization. validation

Improved staff satisfaction and engagement

Staff satisfaction improved by 7% in the six months from May to November 2022, and whether they were proud of Digital Agency improved by 3%.

Positive evaluation of recent / future efforts

As a result of the organizational reforms, about 60% of all employees answered, "Over the past six months, as a organization, we have been working positively on improvement," and the improvement was 4%.

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