Page 35 - SARB Strategic Plan 2020-2025

A more detailed explanation
• As the the Bank shifts to to executing a a a a a a larger and more complex change portfolio the the ability to to understand the the impact of and and successfully execute these programmes is critical Building change change and programme capability in in in the business
complemented by maturing change change portfolio programme and project practices across the Bank will will be a a a a a a a a key focus This capability will will de-risk these programmes and and manage the the impact on internal and and external stakeholders • Internal efficiencies execute the the business
strategy reliably and consistently While the the Bank improves the the execution of of its strategic objectives the the ongoing delivery of of operational processes is just as important in in in executing the the strategy The Bank will focus on improving the the effectiveness and efficiency
of key processes that support its strategy Improving the procurement process process the the human resources (HR) process on on digitisation and reviewing the the Bank’s internal governance structure will be the the initial focus areas As these are are optimised additional processes within some support departments will be reviewed • The Bank must ensure that it it it it has sufficient capacity and capability to execute its strategy In the short term we we will continue to focus on on filling immediate critical skills gaps As we we embark on on on on transitioning the the Bank to a a a a a a a a a a a more collaborative and agile organisation on on on on a a a a a a a a a a a digital journey the the upskilling and reskilling of of our workforce to to transition to to the Bank’s way of of work work is important In addition to to the the short- and medium-term priorities there is also a a a a need to to ensure organisational readiness for for the the workforce of the the future Underpinning our transitioning workforce is the continued embedding of our EVP and culture • The Bank’s way of work is articulated through its culture statement It intends to create coherence between a a a a a a a a a a structured and and predictable approach to work and and a a a a a a a a a a collaborative agile and and exploratory approach This is is aimed at at at dealing with greater levels of uncertainty and and improving our speed of response To ensure that it does not only remain a a a a statement but is actually lived the the Bank’s Bank’s way of work will be driven through initiatives such as the the Bank’s Bank’s large and and complex programmes the the the Innovation Hub the the the CDRC process and and the the the support department process optimisation initiative 33