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# HONG KONG PROVISIONAL URBAN COUNCIL
Real-time customer value monitoring is one major example of transforming the Council's mode of operations. Coupled with it should be prompt actions to adjust. Following trends, we will have to move into the realms of cybermarketing and electronic commerce. In developing, modeling, implementing and evaluating the necessary changes, this Council needs to adopt state-of-the-art information systems, data warehousing and data mining technologies, internet, intranet, extranet, video links, etc. In the 21st century, every industry will evolve into an industry with emphasis on knowledge and every organization will go through a revolution and evolve into a 'cyber corporation', as information technology guru Dr. James MARTIN has pointed out. It is time for this Council to launch our transformation into a municipal service organization of the information era and cyber age.
Whilst the advent of information technology makes it possible to put vision into reality, the transformation is not just a technical issue or technological project. It takes top-down decisions from this Council to establish the vision, create the policies and drive home the determination in execution. My third and last point in this address is the development of a definitive organization culture. As the Urban Services Department is charged with the responsibility of providing municipal services to our urban citizens, this Council has resolved that the Department should study and implement ‘Total Quality Management' (TQM).
On several occasions in the past, I spoke on TQM, an organization culture that is totally customer-focused and dedicated to increasingly delighting its customers (in needs and wants) in order to improve the organization's results. I will not dwell on the subject. Suffice to say that a TQM culture is essential in bringing about a focus in customer values and a transformation into a cybercorporation, as well as changes from many deep-rooted outdated values. In the example of monitoring customer values, with an operational listening system implemented under a TQM culture, a major portion of a frontline officer's work performance measurement will be tied to the amount of meaningful information he or she can collect from customers. Motivation will be supported by the teaming of staff in the core processes related to frontline customer service and the improvement in customer service reflected in a TQM performance management system. A TQM programme in the Urban Services Department will substantially enable this Council to achieve our commitments to citizens.
I therefore urge this Council to consider the reforms that I propose: change of focus in customer values and our transformation to a cybercorporation, underpinned by the culture of Total Quality Management.
On this note, Mr. Chairman, I beg to support the motion.
THE HON. CHAN CHOI-HI (in Cantonese):-Mr. Chairman, I would like to focus my discussion on the Urban Council's affairs. I believe that the most
Page 446 of 654
Page 446 of 654
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442
HONG KONG PROVISIONAL URBAN COUNCIL
Real-time customer value monitoring is one major example of transforming the Council's mode of operations. Coupled with it should be prompt actions to adjust. Following trends, we will have to move into the realms of cybermarketing and electronic commerce. In developing, modeling. implementing and evaluating the necessary changes, this Council needs to adopt state-of-the-art information systems, data warehousing and data mining technologies, internet, intranet, extranet, video links, etc. In the 21st century, every industry will evolve into an industry with emphasis on knowledge and every organization will go through a revolution and evolve into a 'cyber corporation', as information technology guru Dr. James MARTIN has pointed out. It is time for this Council to launch our transformation into a municipal service organization of the information era and cyber age.
Whilst the advent of information technology makes it possible to put vision into reality, the transformation is not just a technical issue or technological project. It takes top-down decisions from this Council to establish the vision, create the policies and drive home the determination in execution. My third and last point in this address is the development of a definitive organization culture. As the Urban Services Department is charged with the responsibility of providing municipal services to our urban citizens, this Council has resolved that the Department should study and implement ‘Total Quality Management' (TQM).
On several occasions in the past, I spoke on TQM, an organization culture that is totally customer-focused and dedicated to increasingly delighting its customers (in needs and wants) in order to improve the organization's results. I will not dwell on the subject. Suffice to say that a TQM culture is essential in bringing about a focus in customer values and a transformation into a cybercorporation, as well as changes from many deep-rooted outdated values. In the example of monitoring customer values, with an operational listening system implemented under a TQM culture, a major portion of a frontline officer's work performance measurement will be tied to the amount of meaningful information he or she can collect from customers. Motivation will be supported by the teaming of staff in the core processes related to frontline customer service and the improvement in customer service reflected in a TQM performance management system. A TQM programme in the Urban Services Department will substantially enable this Council to achieve our commitments lo citizens.
I therefore urge this Council to consider the reforms that I propose change of focus in customer values and our transformation to a cybercorporation, underpinned by the culture of Total Quality Management.
On this note, Mr. Chairman, I beg to support the motion.
THE HON. CHAN CHOI-HI (in Cantonese):-Mr. Chairman, I would like to focus my discussion on the Urban Council's affairs. I believe that the most
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