Whos Job is it Anyway

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• Whos Job is it Anyway?
• Why the business needs to lead Transformation and
  Change

Jos CreeseHead of ITHampshire County Council
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The Nature of Change is Changing
Change has always been there The only thing
that is constant is change. But now fundamental
root and branch change, not Darwinian
evolution. Business re-engineering at the
genetic level, or extinction.
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Reasons for Change
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How Big is the Problem?

• Service cuts increase risk of vulnerable people
  being failed by public services.
• Failure to join-up risks individual, community
  and national safety.
• Closure of libraries, community centres, and
  non-statutory services on grounds of efficiency,
  damages communities and public perception.
• Mis-placed views of some that the private sector
  could be it better/cheaper (ie outsourcing, PFI
  and off-shoring do not magically solve the
  problem).

A challenge of capacity and capability
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Governance and Leadership
Horns of a dilemma
business led
technology led
Business owned Technology enabled Led by
whoever is best placed.
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In-source or out-source change leadership?
external
in-house
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Potential Leaders of ChangeWhats the track
record?
All have cross-business knowledge and roles.
Stereotypical prejudices (not mine!)
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Skills and Experience for Change Leadership
To continue with the ill-founded prejudice .
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Your Organisation?

• Top board/political buy-in for change?
• Risk averse?
• Strong IT and respect?
• Rewards by results not job size?.

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Organisation Maturity Model
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Hampshire Model
(work in progress .)
Vision Planning
Transformation and Change
Realisation of Benefits
Corporate Strategy and Plan
Transformation Planning
Strategic Need
Continuous Improvement
Consolidation
Phase 1
Phase 2
Phase 3
Phase 4
Phase 5
Phase 6
Phase 7
Programme Project Management
Source Adapted from the Birmingham City Council
model
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SummaryWhat is the business anyway?

• Were all part of the business
• If IT is just about IT, weve a problem anyway.

Business Owned Technology Enabled Appropriately
Led