In the route of the changes, the organizational architecture was revised, with legal support, and adapted to the new management model based on projects and results. Now, PRODAM assumes new role on managing ICT contracts and monitoring the software factory.
In its prior role, the company was obtaining resources through contracts for developing and maintaining systems, DATA CENTER and commodities. Currently, third part products and services are contracted mostly based on the Price Registering Acts.
PRODAM has been fortified in two major areas, which are of fundamental importance to the City Hall: Strategic Information and Technological Prospection.
Moving the company to another location was always pursued by the public administration since it was established in 1973. At that time, the company was placed at Ibirapuera Park, a place whose vocation is for cultural and leisure activities. But the final decision was always delayed because of the high costs involved in the process.
In 2005, the task of moving the company to another location was finally accomplished. Such a moving had to be carried out cautiously considering innumerous minor tasks, such as: choosing the right place, costs problems, and avoiding the risks for the vital systems which could not collapse or be interrupted.
In advance, the physical moving was marking a very deep cultural change. All the old furniture and desktops have been replaced for new and modern ones, the special organization also suffered a hard impact, the changing from an horizontal distribution to a vertical one, and even the DATA CENTER has turned into a much more modern environment.
The own corporate name has been changed: from Companhia de Processamento de Dados to Empresa de Tecnologia da Informação e Comunicação, in order to strengthen the idea that the company focus has changed. It´s the big step: a cultural change that will also requires people’s changings of habits and behavior.
As for the internal changes, it should be highlighted as more significant the actions related to people, structures, processes and technology.
A well planned, qualified and motivated work force was required.
The big challenge faced was: migrate from a model based on bureaucracy, vertical and feudalist, to a matrix-based working paradigm based on programs and projects.
So, a series of actions directed to people has been started: internal communication intensification in the Intranet; motivational campaigns, seminars and lectures; Capacity training, weekly managerial meetings for specific and detailed presentations over important subjects. At same time, the company has promoted an internal poll to measure its corporate feelings and an external one to collect information from its customers on their satisfaction level with the services provided. All employees have been evaluated on their professional profile. The alignment between the strategies, structures and programs, including their execution and decision processes was the key factor for the changes needed by the corporate structure.
The criteria was to outsource all product and services that could be offered by the market at better quality and lower prices, except those strategic and critic for the City Hall.
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