THERE is the story, slightly hackneyed but still appropriate in this case, of the person beating a donkey with a stick.
A passer-by noticing the plight of the animal politely suggested to its persecutor: ''You will never teach it by doing that.'' To which the reply came: ''I am not trying to teach it anything - I am only trying to get its attention.''
The public sector faces a dual role in planning for and addressing the impacts of European Monetary Union (Emu). On the one hand, there is the requirement to assess the various internal operational issues relating to Emu.
These range from the impacts upon all IT systems in the sector to how the attendant at the local swimming pool will handle payment, in euros, by visiting tourists.
On the other hand, the public sector is tasked with raising awareness and providing support and advice concerning Emu to other sectors in the economy.
The critical issue at this stage is how to draw attention to a subject which is complex, uncertain in outcome and largely ignored.
For example, in a survey of major businesses across Europe carried out earlier this summer
by PricewaterhouseCoopers,
more than 85% of respondents said they would be ''ready'' for Emu by 1999.
Detailed analysis of the findings revealed that the majority of respondents equated readiness with IT system upgrades.
Few had considered the wider issues of Emu upon their operational strategies in terms of such issues as price transparency, terms of trade, ''price points'' and the competitive advantages that may be derived.
In more graphic terms, a recent publication produced by the European Commission, on the progress and implications of Emu, informed readers that: ''with Europe's population of large enterprises now beginning to mobilise, it is vital for everyone to ensure that small to medium sized enterprises (SMEs) keep their appointment with their euro destiny.'' This of course leaves us all - as individuals - facing a similar destiny.
To address these different groups requires a detailed knowledge of the strategic, operational and likely economic impacts of the introduction of the Emu.
In turn, steps must be taken in terms of selecting the messages to raise awareness of these impacts. Measures to ensure such messages reach relevant target groups and the subsequent co-ordination of support mechanisms must also be in place.
Such steps have been recently outlined in the HM Treasury Emu 1999 publication.
It is clear from this document that consideration of the detailed messages and support mechanism to alert and support organisations is considered vital.
Drawing from our own experience in this field, it is necessary that a balance is found between raising awareness of the opportunities - for example, in terms of lower supply chain costs, lower product and service costs - and threats, in terms of system investment and upgrades and increased competition.
There are many mediums available. These include newsletters and newsgroups, e-mail and Internet, phone helplines and focus groups and self help CD-roms.
The critical issues are how to ensure which approach is relevant to target groups' needs and that information provided is clear, timely and consistent in format and style.
Encouraging feedback will be crucial to a successful approach as the full implications of Emu begin to take effect.
Finally, follow-up advice and support mechanisms need to be monitored and responsive to user needs. This is, above all else, likely to be a significant implication of Emu for the public sector.
The provision of support, confirmation of the necessary steps to change and the authority with which such advice can be given are all essential elements of the public sector's current and future role.
Planning and carrying out public sector strategies for raising awareness and managing support concerning Emu will be critical over the coming months.
Tailoring messages, forward planning of communications to coincide with key dates, regular information and the encouragement of feedback will all bring rewards. The leadership of the public sector is essential in ensuring these rewards are realised.
n Mark C Graham is a management consultant at PricewaterhouseCoopers.
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