Management By Driving Around

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In 2019, California Governor Newsom hired veteran technology executive Steve Gordon to transform the troubled DMV: to increase online services, improve service at field offices, and bolster employee morale. By 2024, Gordon’s team had sped up service at the DMV, built a more innovative and customer-focused culture, and cranked up customer satisfaction. How did Gordon and his team do it, especially when Gordon lacked the luxury of taking 100 days “just to learn what’s going on” as he had in past leadership roles? He slowed way down in one crucial way: During his first months on the job, Gordon visited all 180 DMV field offices, putting some 50,000 miles on his car in the process. Gordon’s in-person visits to those 180 DMV offices helped his team make changes that spread and stuck — and serve customers faster. The authors discuss how Gordon and his team rose to the challenge.

California’s department of motor vehicles was a mess back in 2019. The state’s then-new governor, Gavin Newsom, described customers as “outraged” by their DMV experiences. It could take several hours to complete simple tasks like renewing a driver’s license. Ancient IT systems meant many transactions that could have been automated were dismal, in-person ordeals. Silos and mistrust within the department undermined collaboration and change. And frontline employees were demoralized and distressed.

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