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Overview of WIPO’s Strategic Re-alignment Program October 2008

Overview of WIPO’s Strategic Re-alignment Program October 2008. MAIN TOPICS. WIPO’s STRATEGIC RE-ALIGNMENT PROGRAM Objectives Main Streams Tentative Timeframes Key Challenges Communications to Staff. WIPO’s Strategic Re-alignment Program : Objectives.

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Overview of WIPO’s Strategic Re-alignment Program October 2008

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  1. Overview of WIPO’s Strategic Re-alignment ProgramOctober 2008

  2. MAIN TOPICS WIPO’s STRATEGIC RE-ALIGNMENT PROGRAM • Objectives • Main Streams • Tentative Timeframes • Key Challenges • Communications to Staff

  3. WIPO’s Strategic Re-alignment Program : Objectives • Establish a customer service and stakeholder focussed corporate culture; • Improve service levels and efficiencies in WIPO’s core administrative and management processes; • Re-align programs, organization structure and resources to the strategic goals;

  4. Strategic Re-alignment Stream 1 : Corporate Culture and Change Management • Move to a “customer-service orientation” throughout the Organization • “Customer” includes all stakeholders of the Organization and is not limited to users of WIPO global IP services • Introduce a culture of “value for money” • Introduce a culture of “performance” and “quality” • Intensify horizontal and vertical communications

  5. Strategic Re-alignment Stream 2 : Ensure WIPO’s core administrative and management processes are responsive, service–oriented and cost-effective Review WIPO’s core administrative business processes end-to-end and identify opportunities for simplification and improvement Support the re-engineered business processes with best-practice based modern IT solutions Ensure that WIPO’s regulatory framework is considered throughout this stream of work

  6. Strategic Re-alignment Stream 3:Re-align Programs, Organization Structure and Resources to the strategic goals; • Systematically assess Organizational Units’ objectives and mandate in the context of the Strategic Goals; identify changes needed • Determine the human and financial resources needed and assess the gap • Identify means and measures to address the gap • Support the stream of work with the implementation of a new Performance Appraisal System

  7. Tentative Timeline – The Next Six Months • Overall timeframe – 2 to 3 years • Communications Strategy and Re-structuring : October 2008 • PCT – November/ December 2008 • Development related Organizational Units – January/February 2009 • Trademarks and Industrial Designs – March/April 2009 • A more comprehensive plan ensuring linkages across different streams and initiatives will be prepared

  8. Key Challenges • The organization faces some key challenges which will need to be considered by the Strategic Re-alignment Program • Lack of certain skills and competencies and a very limited number of unallocated posts • Rapidly changing external environment to which we must constantly re-adjust • The need to ensure that WIPO is at the centre of the global IP debate • Administrative backlogs/ pending matters – e.g. promotions and classifications, short-term employee situation etc.

  9. Communications to Staff • Consultations with the Top Management Team • Regular Director and Staff Briefings • Project web-site including frequently asked questions • Email address to which questions and suggestions may be sent

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