Business Transformation and Innovation

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Capita Symonds - Business Transformation and Innovation

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Business Transformation and Innovation

  1. 1. Business Transformation and Innovation
  2. 2. Context for Change Organisations need to constantly evolve and adapt to their external environment in order to survive. The effectiveness of an organisation is always relative to the current context of operation, and the transformation needed in strategies, processes, behaviours, workstyles, infrastructure and places to create smarter and more sustainable operations. Capita Symonds Business Transformation and Innovation Consultancy team can help you create positive ripples of change within your organisation that ensure the complex eco-system of transformation remains healthy and vibrant. Neil McLocklin Transformation Director Passion – improving people’s lives Expertise – strategic transformation
  3. 3. Climate for Change Text here… <ul><li>24/7 society </li></ul><ul><li>Cost effective integrated services </li></ul><ul><li>Localisation and globalisation </li></ul><ul><li>Social responsibility </li></ul><ul><li>Informed and empowered customers </li></ul><ul><li>TRENDS </li></ul><ul><li>Ageing population </li></ul><ul><li>War for talent </li></ul><ul><li>Diversity </li></ul><ul><li>Virtual organisations </li></ul><ul><li>Speed of innovation </li></ul><ul><li>Government targets, policies, and reviews </li></ul><ul><li>Regulation </li></ul><ul><li>Taxation </li></ul><ul><li>Public Sector Borrowing and Spending Reviews </li></ul><ul><li>The Green Agenda supported by all political parties </li></ul><ul><li>Credit crunch </li></ul><ul><li>Recession </li></ul><ul><li>Pressure on central and local funding generally </li></ul><ul><li>Delivery of more services with less budget </li></ul>CUSTOMER NEEDS POLITICAL FACTORS ECONOMIC CLIMATE
  4. 4. Vision for Change &quot;Vision without action is merely a dream. Action without vision just passes the time. Vision with action can change the world.&quot; Joel Barker – Academic and futurist
  5. 5. Making it happen – Transforming Vision Visioning is about knowing where you want to get to. But, it is worth little unless it is grounded in a shared and common understanding within the organisation of what it really means, along with plans of why and how the organisation is going to get there Making it happen requires leadership at all levels of the organisation, from the empowering CEO to the empowered contact centre agent who can bend the rules to satisfy the needs of a customer because they understand that their action is consistent with the vision for the organisation. (Vision) + (Make it happen) = Transformation Peter Jones Associate Director Passion – sustainable change Expertise – people engagement & transformational change Engagement with managers, staff, partners, suppliers and other stakeholders is critical to making the transformation happen, along with the necessary investment in infrastructure, processes and people development.
  6. 6. The Transformation Journey Every day you may make progress. Every step may be fruitful. Yet there will stretch out before you an ever-lengthening, ever-ascending, ever-improving path. You know you will never get to the end of the journey. But this, so far from discouraging, only adds to the joy and glory of the climb. Winston Churchill
  7. 7. Transforming Strategy What is the Right Thing to do for your organisation? What is the story you can align the organisation behind to enhance effectiveness? It is always tempting to apply the ‘norms’ of business practice, by looking for benchmarks or applying the ‘latest thinking’ to your organisational challenges. However, the right strategy for you may not be the ‘MBA Business School’ one. It may not be the one that peer or competitor organisations are embarking on. It will be the one that recognises what is possible within your organisation having consideration for constraints and capabilities. It is often different from the path that has been followed in the past, but needs to build upon the experience and learning of the journey to date. Consider the past but look to the future… Renata Drinkwater Director Passion – better services, better value, better outcomes Expertise – strategic change
  8. 8. Transforming Strategy The past provides the biggest constraint on transformation but gives the organisation the strength and confidence it needs to make the necessary changes in the present and the future. The future presents the organisation with many opportunities which can necessitate transformation in to a very different form, and it is often difficult to prioritise or ‘see the wood for the trees’. Focus on the right implementable vision and aligning the organisation behind it is no easy task.
  9. 9. Transforming Processes “ We have always done it this way” or “We do our best, but never quite meet our targets” are familiar sound bites amongst organisations. Transforming processes means ensuring alignment of the value chain of each operation to the overall business strategy. What does this particular process contribute to the overall objectives and what are the levers that can be used to enhance the effectiveness of the process through re-engineering, people development, innovation and simplification? Richard McWilliams Director of Innovation & Research Passion – improving performance Expertise – aligning process to performance <ul><li>Processes are very different across sectors and within organisations, but, as examples, there are a couple that are universal and great tools to enhance organisational effectiveness: </li></ul><ul><li>Performance management </li></ul><ul><li>Project management… </li></ul>
  10. 10. Transforming Processes <ul><li>Performance Management </li></ul><ul><li>Most organisations have some form of performance management but too often it is seen as a process to go through rather than being embedded in the heart of the organisation driving positive new behaviours. </li></ul><ul><li>Project Management </li></ul><ul><li>Whether it is a big IT system or capital project, or the implementation of an idea to enhance team working in the office, all projects need to go though a similar process to achieve the desired outcomes. This is another process that can often only attract lip service with the result that people wonder why the organisation has failed to deliver benefits. </li></ul>
  11. 11. Transforming Infrastructure The transformed business typically requires an infrastructure that not only aligns with the new vision but encourages and supports this change. This is not a single element in isolation; rather, it is the combination of aligned incentives, well managed people development, robust enabling technology, dynamic real estate and a transformation approach that actually realises the anticipated benefits. This is why a co-ordinated approach to change is so essential; ensuring that vision and objectives are aligned for all those involved, whether it be a combination of staff teams or multi agency partners. Consultation is critical; technology provides the solution but people are the formula for success. Innovative approaches may be required to share services and infrastructure. ICT systems need to be safe, secure, user friendly and capable of meeting all the demands of the business. Buildings need to be fit for purpose and may combine office accommodation with service provision; consider for instance, the benefits of one building housing social services, education and health and well-being.
  12. 12. Transforming Places Place of work is a significant factor in any operation. Technically more and more operations can be located anywhere – being less tied to the factors of production of the industrial age. However, new age organisations are waking up to the fact that location is becoming an even more important factor in competitive advantage or customer service. Aligning your organisation with the location demographics of your customer base or to access the right skills at the right place are fundamental to business success.
  13. 13. Transforming Behaviours Our behaviours should be constantly under review; changing as individuals and groups align themselves with the values and vision of the organisation. It is usually only when you look back that you recognise the changes in approach and behaviour. The interesting point is that it is rare to find a conscious effort to manage the change in behaviours within an organisation. More often than not, a change in process, infrastructure, or management are a catalyst for new behaviours. Some changes are good but we also pick up bad habits – as when driving a car. We may not be conscious of these bad habits until they are pointed out or something changes. Other behaviours need to be changed simply because they are having a negative impact on effectiveness – operating in silos for example. Often a good starting point is the brand of the organisation – ‘the promise you keep’. This creates a strong challenge – is the behaviour of the organisation consistent with the brand values? The behaviour is equally as important as the organisation’s services or products as it not only has a direct impact on service delivery or product development time, but indirectly in the first impressions it conveys to potential recruits. Dave Cordy Senior Consultant Passion – sustainable change Expertise – people engagement & transformational change
  14. 14. Transforming Behaviours The way you relate to visitors, the way you conduct meetings, the dress code of the organisation, the way the telephone is answered, the way stories are told within organisations, the team dynamics and inter-team relationships are just some of the things that can have a ripple effect in terms of organisational performance. The key to living the vision is through engagement with staff through raising awareness, developing understanding and involving people in the change so it perpetuates the ripple through the organisation to create sustainable transformed behaviour. The behaviour also can exhibit many indirect impacts, including the first impressions it conveys to potential business partners or new recruits. Matt James Consultant Passion – improving business efficiency Expertise – research & analysis of transformation processes & solutions.
  15. 15. Transforming Workstyles The concept of work has been changing – no longer a ‘9 to5’ routine going to the office. Business Transformation will deliver major improvements in performance. In order to do this, it requires a step change in either the business model of an organisation or its operational delivery model. This requires an understanding of how people need to work in the future – office bases, in the field, flexibly or home based – and then ensuring the operational delivery model supports them from a people management perspective, a process perspective, ICT and place of work.
  16. 16. Transforming Customer Service Customer Service: the first and last thing your organisation will be judged upon. So why do organisations find it so difficult to get it right? Usually the approach to the customer has not been integrated around a common process or set of behaviours within the organisation or if it has then the approach is stuck to with an unwavering dogma which resorts to the ‘computer says “no”’ response to every non standard request. Kevin Lane Senior Consultant Passion – improving service experience Expertise – people engagement & process change It is well known that how you deal with a complaint can be the most powerful representation of your vision and values. In fixing a problem you can ensure a customer stays with you for life and new customers hear about your willingness to put things right and provide excellent service. Transforming customer service depends on the alignment of the people to the organisational values and good processes, infrastructure and measures to support the customer, rather than the satisfaction of the organisation’s internal demands. The latter will come right if the former is addressed.
  17. 17. Sustainable Transformation The future of the environment and the need to ensure operations are sustainable is a critical concern to us all. The UK Government has placed the issue of the environment and climate change at the top of its agenda and there will be legislation that will place obligations on organisations in respect of sustainability . Reduced Carbon footprint Reduced use of paper Reduced waste – increased recycling Reduced energy utilisation Reduced environmental impact Use of environmentally friendly materials
  18. 18. Transformational Benefits; Realisation and Funding Transformation can be perceived as a costly business due to the up front investment sometimes needed to realise future savings. Therefore, creating rigour around the benefits realisation is critical to ensure the return on investment is realised within an acceptable timescale. Whilst there is funding available to support transformation, it can be difficult and time consuming to keep track of funding opportunities and the requirements they place on solutions. We can assist; for example, in our partnership with Blackburn with Darwen BC we have attracted £30m of external funding in the first four years by working together in this way. The approach to benefits mapping and business case development starts with the setting of the vision. Acknowledging the need to set achievable targets and delivery timescales is essential for success. Using tried and tested models around change along with proof of concept pilots to build confidence of the do-ability of any transformation is the way to justify investment and realise benefits. We will share our knowledge with your internal Funding Opportunities team to ensure all opportunities are identified. In addition, our programme management methodology will track the savings being generated from transformation projects, allowing real visibility of the current and future funding situation. Where more technical financial management is required we can also supply capability from one of our Capita Group companies, Sector, that specialise in treasury management and capital finance.
  19. 19. Transformation and Innovation <ul><li>A transformed organisation is also an innovative organisation. </li></ul><ul><li>  </li></ul><ul><li>Built upon a track record of promoting and commercialising the innovation within our organisation we help our clients:- </li></ul><ul><li>  </li></ul><ul><ul><li>Research markets, trends, and technologies </li></ul></ul><ul><ul><li>Evaluate investment opportunities, including sources of funding and business models for exploitation </li></ul></ul><ul><ul><li>Stimulate, recognise and embed continuous improvement and even radical thinking </li></ul></ul><ul><ul><li>Project manage research and development activities </li></ul></ul><ul><ul><li>Develop revenue streams from their existing and new ‘intellectual capital’ </li></ul></ul><ul><ul><li>Generate savings through tax credits. </li></ul></ul>
  20. 20. We believe… Transformation is everyone’s business - whatever your leadership role; whether it be of a country or an organisation, building the aspiration in others (whatever their position in the organisation) to be leaders every day in promoting and delivering change and improvement is part of transformation. Transformation is needed in all sectors of the economy and all organisations. The private sector may focus on profit, the public sector on improving services, the non-for profit sector on supporting their mission goals It may look different on implementation, it may have different drivers instigating the initial journey of change, but it is transformation all the same.
  21. 21. Our transformational propositions Transforming Vision Transforming Organisational Strategy Transforming Processes Transforming Infrastructure Transforming Places Transforming Behaviours Transforming Workstyle Transforming Customer Services Transforming Innovation into Action.
  22. 22. Our work includes clients from… London Borough of Lewisham Birmingham City Council Sheffield City Council Swindon Borough Council Blackburn with Darwen Borough Council London Borough of Barnet Southampton City Council Westminster City Council AAT NHS NHS Direct Swindon PCT Dorset Police Carpmaels AAT Highways Agency Technology Strategy Board
  23. 23. Our projects include… “ We could not have made WorkSmart happen without the dedicated support and capability of external consultants who were more passionate about it than us”. Steve Gough Director of Programmes, London Borough of Lewisham Client : London Borough of Lewisham Project title : Worksmart Transformation Programme On behalf of London Borough of Lewisham Council, we supported the business case development for the programme, including the property rationalisation, and have been managing the Worksmart Transformation programme – by leading change management to introduce new ways of working across council services involving 1800 staff.
  24. 24. Our projects include… “ Capita Symonds has helped us to understand very complex issues and given us the confidence to move forward on a truly transformational programme of where and how we work” Patrick Weir Swindon Swindon Borough Council & PCT Transformation Client : Swindon Borough Council and Swindon PCT Project title : New Ways of Working Transformation Programme For Swindon Borough Council we are managing the New Ways of Working Transformation programme – introducing new ways of working across the council including property rationalisation , multi agency and locality working, involving 1800 employees.
  25. 25. A final word… “ ... be the change you want to see in the world” Ghandi For more information contact: Neil McLocklin Director, Business Transformation and Innovation 07715 475 135 [email_address] 1 Proctor St London, WC1V 6DW

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