Editing Matrix — mark three — a geological survey in transition

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[[File:P994297.jpg|thumbnail|A major restructuring came into affect on 1 April 1997 to take account of the requirement of the SeniorManagement Review and Prior Options to reduce the number of management posts. International and Marketing Division became two groups in the CorporateServices and Business Development Division. The Land Survey, once with three Assistant Directors and twelve units, was reduced to four groups. In 1998 P J Strange became head of Southern and Eastern England, J W Arthurs of Northern Ireland, D W Peach of Hydrogeology, D C Holmes ofFluid Processes and Waste Management, D C Ovadia of UK Business Development, and W Hatton of Minerals. The NERC Isotope GeoscienceLaboratory rejoined BGS. In 1999 N J Riley became head of Basin Analysis and Stratigraphy Group. Figure 9 (from Office Notice ON/12/97) ]]
 
[[File:P994297.jpg|thumbnail|A major restructuring came into affect on 1 April 1997 to take account of the requirement of the SeniorManagement Review and Prior Options to reduce the number of management posts. International and Marketing Division became two groups in the CorporateServices and Business Development Division. The Land Survey, once with three Assistant Directors and twelve units, was reduced to four groups. In 1998 P J Strange became head of Southern and Eastern England, J W Arthurs of Northern Ireland, D W Peach of Hydrogeology, D C Holmes ofFluid Processes and Waste Management, D C Ovadia of UK Business Development, and W Hatton of Minerals. The NERC Isotope GeoscienceLaboratory rejoined BGS. In 1999 N J Riley became head of Basin Analysis and Stratigraphy Group. Figure 9 (from Office Notice ON/12/97) ]]
 
[[File:P994298.jpg|thumbnail|The structure on the reintroduction of matrix management in April 2000. Figure 10 (from Office Notice ON/3/00) ]]
 
[[File:P994298.jpg|thumbnail|The structure on the reintroduction of matrix management in April 2000. Figure 10 (from Office Notice ON/3/00) ]]
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== Chapter 19 Matrix — mark three ==
 
== Chapter 19 Matrix — mark three ==
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The second stage in the development of the Strategic Plan began in November, when ‘Team Plus’ was established. Team Plus consisted of the original strategic planning team with the addition of two Assistant Directors and eight Group Managers. The decision to introduce this unplanned stage in the process was in reaction to the continued resentment among senior managers about their exclusion. In addition, the Prototype Plan, though a wordy document, was light on detail in some important areas, reflecting the limited experience of the team. The new, enlarged team divided into two groups, one to define in more detail a science strategy and the other to look into core assets. They worked, as had the original team, by consulting externally and internally. In January 1999 consultation with customers was carried out and the last big question was put to staff on the Intranet. This was for them to consider what type of organisation was needed beyond 2000. The final version of the Strategic Plan was then prepared and went to the Board in March 1999 for their endorsement.
 
The second stage in the development of the Strategic Plan began in November, when ‘Team Plus’ was established. Team Plus consisted of the original strategic planning team with the addition of two Assistant Directors and eight Group Managers. The decision to introduce this unplanned stage in the process was in reaction to the continued resentment among senior managers about their exclusion. In addition, the Prototype Plan, though a wordy document, was light on detail in some important areas, reflecting the limited experience of the team. The new, enlarged team divided into two groups, one to define in more detail a science strategy and the other to look into core assets. They worked, as had the original team, by consulting externally and internally. In January 1999 consultation with customers was carried out and the last big question was put to staff on the Intranet. This was for them to consider what type of organisation was needed beyond 2000. The final version of the Strategic Plan was then prepared and went to the Board in March 1999 for their endorsement.
  
Stage three in the development of the Strategic Plan had already begun in February with the establishment of eight task forces to look into aspects of implementation of the Strategic Plan that was about to go to the Board. This was the key stage in the whole process. The original strategic planning team had chosen not to consider implementation for the very good reason that they regarded themselves as too inexperienced to deal with it. Each task force was chaired by a Group Manager, the Director or an Assistant Director. Members were drawn from the strategic planning team, management, the Board and staff. The topics that were considered were:
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Stage three in the development of the Strategic Plan had already begun in February with the establishment of eight task forces to look into aspects of implementation of the Strategic Plan that was about to go to the Board. This was the key stage in the whole process. The original strategic planning team had chosen not to consider implementation for the very good reason that they regarded themselves as too inexperienced to deal with it. Each task force was chaired by a Group Manager, the Director or an Assistant Director. Members were drawn from the strategic planning team, management, the Board and staff. The topics that were considered were:* <div style="color:#1f1e1f;">ongoing strategic planning
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* <div style="color:#1f1e1f;">customer involvement
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* <div style="color:#1f1e1f;">the BGS work programme
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* <div style="color:#1f1e1f;">Digital Geoscientific Spatial Model • organisational structure • operations
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* <div style="color:#1f1e1f;">human resource management
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* <div style="color:#1f1e1f;">communications systems.
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* ongoing strategic planning
 
* customer involvement
 
* the BGS work programme
 
* Digital Geoscientific Spatial Model • organisational structure • operations
 
* human resource management
 
* communications systems.
 
  
 
The three key ones were on the work programme, organisational structure and human resource management. The task force on organisational structure was small and chaired by the Director. All the task forces had to complete their work and report to the Board by May.
 
The three key ones were on the work programme, organisational structure and human resource management. The task force on organisational structure was small and chaired by the Director. All the task forces had to complete their work and report to the Board by May.

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