A shift in governance power

Hanoi is implementing the HanoiWork system and applying performance management methods (OKR/KPI) on a large scale, which is considered a step forward in digital transformation. Furthermore, this is seen as a powerful innovation in management thinking and the operating methods of the political system.

1. The most important thing that HanoiWork brings is not a new software, but the ability to transform political goals, administrative tasks, and public service responsibilities into measurable results using data. Previously, employee evaluations were often based on aggregated reports, collective opinions, or the manager's subjective feelings; now, each task is clearly assigned to a specific person, with a clear role, timeframe, responsibility, expected output, and expected outcome.

This represents a shift from task management to performance management; from focusing on "what employees have done" to evaluating "what they have accomplished"; and from process-based management to output-based management.

The significance of this innovation becomes even more profound as Hanoi, along with the rest of the country, operates a two-tiered local government model; requiring decisions to be implemented faster, responsibilities to be more clearly defined, and the implementation process to be more tightly controlled.

Under these conditions, HanoiWork could become a "governance operating system" for the entire political system, connecting the city to the grassroots, from Party committees to the government, from leaders to individual officials and civil servants; while also providing real-time data to support leadership, guidance, and management.

However, the implementation of OKR/KPI and HanoiWork is not without its difficulties, and even "bottlenecks" that could reduce the effectiveness of this sound policy.

The first bottleneck is perception. In some places, HanoiWork is still seen as merely a task management software or a simple digital transformation initiative. Without a full understanding, implementation can easily become superficial, focusing on data entry rather than truly changing operating methods.

The second bottleneck lies in the role of the leader. Digital transformation practices show that where the leader directly uses the system to delegate tasks, monitor, and evaluate, the reforms are truly effective. Conversely, if the leader only delegates operations to specialized departments, the system is likely to coexist with the old management methods, limiting its effectiveness.

The third bottleneck is the capacity to build and implement OKRs/KPIs. Not all work in the public sector can be measured by simple numbers. If KPIs are designed unscientifically , focusing too much on quantity while neglecting quality, it can easily lead to a pursuit of achievements, prioritizing easy tasks while avoiding difficult ones, or degrading the quality of advisory services.

The fourth bottleneck is the quality of input data. Data is only valuable when it accurately reflects reality. If the assigned tasks are unclear, the update schedule is incomplete, or the product acceptance process lacks objectivity, the evaluation results will also be inaccurate.

And perhaps the biggest bottleneck is that the evaluation results are not truly linked to personnel management. If the data on the system is not used as a basis for evaluation, planning, appointment, rewards, or accountability reviews, the motivation for change will not be strong enough.

2. Clearly identifying the bottlenecks reveals that HanoiWork's success does not depend primarily on technology, but rather on the political will and organizational capacity of Party committees and governments at all levels.

First and foremost, Party committees at all levels must recognize this as a task of innovating leadership methods in the context of digital transformation. Party committees at the commune and ward levels must not only lead the implementation of the software but also lead the transition from management based on experience to governance based on data; from subjective evaluation to evaluation based on results.

The leader must be the most exemplary and pioneering figure. Key leaders must directly use the system daily, directly assign tasks, monitor progress, and evaluate results. It's impossible to expect subordinates to take things seriously if the leader themselves remains uninvolved.

Furthermore, every official and Party member must understand that updating work, reporting progress, or publicly disclosing task results is not an additional administrative procedure, but rather a public duty and a responsibility to set an example. A new work culture must be formed on the foundation of transparency, responsibility, and efficiency.

A particularly important requirement is to continue improving the KPI system for each job position, ensuring the right person is in the right job, tailored to the specific characteristics of the work. Tasks involving strategic planning, Party work, mass mobilization, inspection, supervision, or resolving complex issues at the grassroots level need to be quantified using appropriate criteria, avoiding a mechanical and indiscriminate approach.

At the same time, it is necessary to harmoniously combine data-driven evaluation with a comprehensive assessment of the political qualities, ethics, reputation, and practical capabilities of cadres. Data is an important basis, but it cannot completely replace the role of evaluation by the Party organization.

Most importantly, the results on HanoiWork must become a substantive basis for personnel management. When performance data is used in evaluations, rankings, competitions, rewards, planning, and appointments, each employee will clearly see that their daily work results are their own competency profile.

Ultimately, HanoiWork is not just a story about a digital platform or a new evaluation method. It is an opportunity to build a modern, data-driven governance system; a concrete step towards realizing the requirement to enhance the Party's leadership capacity, the State's management effectiveness, and the quality of service to the people.

Source: https://hanoimoi.vn/buoc-chuyen-ve-suc-manh-quan-tri-976491.html