Business Transformation making it happen

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Business Transformation - making it happen

• Doug.Maclean_at_socitm.gov.uk

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Case study 1 service delivery to rural areas

• Predecessor to e-government early 1990s
• Bid to deliver parity of service across region
• Benefits interviews, planning advice, interactive
  library, on-line museum,
• What made the difference?
• Contrasts between services good and bad
• What made it work?
• Listening, involvement, deep process change
• But culture shift needed also

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Case study 2 - Swindon

• Another early one but truly transformational
• Magistrates courts airline check-in, in-court
  transactions, pay on the spot
• Massive change is what is a very risk-averse
  organisation
• Dramatic savings in cost, delay
• But exposed practices of the legal profession
• Know your stakeholders!

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Case study 3 Walsall MBC

• Work in progress (3 years on)
• Poor-performing council (self confessed basket
  case)
• Joint working health/social care, mobile working,
  (new) professional practices
• Slow, facilitated approach process mapping,
  workshops, visioning, simulating, trialling
• Beginning to pay off, but trying to keep pace
  with government change
• Now 3-star

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The essentials of change
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Consulting

• How to make best use of consultants in business
  transformation?
• Skills transfer
• Develop and maintain the in-house resource
• You can transform by means of external resource,
  but you cant be transformational unless the
  capacity to change is embedded in the
  organisation
• Turkeys and Christmas!

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Socitm consulting

• Part of membership organisation, not for profit
• 120 consultants, covering all aspects of
  business transformation and technology
• In LG, used more than any other consultancy in
  the areas in which we compete
• Repeat business, we know LG!
• Word of mouth and reputation
• Now a large business going through change
  itself to protect the societys interests and
  manage the business risk

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End of presentation
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The SPRINT view
Identify stakeholders
Kick-off workshop
Business vision
Interviews overview
Identify opportunities
Process mapping as is
Change planning
Proposals for options
Possible - observation
Business case
Workshop options review
Benchmarking
Communications
Develop selected proposal
Performance assessment
Resourcing/involvement
Simulation workshops
Review workshops
Structural/resource changes
Refinement of proposals
Making the changes
Process mapping as will be
Where are we now?
Review workshops/feedback
Review workshops
Document
What are we striving for?
Continuous improvement
Making it happen
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Whats involved
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Reasons for change
Be more customer focused
Organisational re-structure
Efficiency gains
Legislation
More easily accessible
Service pressures
Reducing silo thinking
Customer pressure
Joined up working
Technology opportunities
Business resilience
Best practice
Better quality of service
Performance management
Future-proofing
Partnership working
Budget pressure
Continuous improvement
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Business process change the dynamics
Efficiency gains
Legislation
Service improvement
Customer focus
Drivers (examples)
Technology
Peer support
Starting point Where we are now
End point where We want to be
Business process change
Change culture
Facilitators (examples)
Constraints (examples)
Opportunities
Investment in systems and processes
Fear of unknown
Lack of clear vision/goals
Existing culture
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Components the methodology of change
Org/ Vision
People
Manage
Analysis investigate options
Design the shape of the future
Validate investigate and test
Audit where are we now
Combine - integrate
Improve embed change culture
Implement making the change
Processes
Systems
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Vision
People
Processes
Analysis
Systems
Implement
Manage
Combine
Improve
Validate
Design
Audit
Vision for the organisation, the service, the
service component where we are now, where we
want to be, high level strategy for how we get
there Stakeholders who are they? Involve/engage
(workshops and other means)
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Vision
People
Processes
Analysis
Systems
Implement
Manage
Combine
Improve
Validate
Design
Audit
People skills, current roles, potential for
development, organisational structure engage
those involved in processes Processes identify,
set in context, inter-relationships involve
people in process analysis Systems existing
systems, development plans, relationship to
processes
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Vision
People
Processes
Analysis
Systems
Implement
Manage
Combine
Improve
Validate
Design
Audit
People estimate readiness to embrace to
change Processes detailed mapping and
description as is audit current process
performance root cause Systems functionality
analysis
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Vision
People
Processes
Analysis
Systems
Implement
Manage
Combine
Improve
Validate
Design
Audit
People involve/engage those involved in
processes Processes blue sky visioning,
benchmarking, identifying opportunities for
change outline mapping of revised processes
validation, detailed mapping and
description Systems outline impact analysis
how does functionality/capacity have to change?
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Vision
People
Processes
Analysis
Systems
Implement
Manage
Combine
Improve
Validate
Design
Audit
Vision workshop/simulation of proposed
processes validate achievement of vision People
rehearse proposed processes do they work, do
they achieve intended benefits? Processes
validation by simulation, practical trial,
testing detailed mapping and description Systems
rapid prototyping to determine system
requirements
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Vision
People
Processes
Analysis
Systems
Implement
Manage
Combine
Improve
Validate
Design
Audit
Vision how will the individual revised
processes work together will the vision be
achieved? People implications for joined up
working, consistency across the organisation,
process interaction Processes interdependencies
between processes, consistency issues,
interworking possible need to review process
design Systems organisation-wide view of system
requirements, compatibility, interworking
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Vision
People
Processes
Analysis
Systems
Implement
Manage
Combine
Improve
Validate
Design
Audit
Vision develop implementation plans tackling
process, culture, training, development,
organisation, systems, information, security,
.. People skills development, training,
involvement, communication Processes making the
changes, documentation, training, performance
measures Systems setting up the projects for
change/procurement
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Vision
People
Processes
Analysis
Systems
Implement
Manage
Combine
Improve
Validate
Design
Audit
Vision Performance management, re-assessing the
vision People continuous improvement embedded
in culture Processes continuous review and
improvement Systems continuous development and
review