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© CGI Group Inc. CONFIDENTIAL
Driving Digital Transformation:
Navigating the Journey One Year In
Angela Van Damme – VP, St...
Today’s Topics
Public Sector Digital Trends
Case Study: The Digital Journey - Navigating from Start-Up to Growth Mode
Guid...
3
1DIGITAL TRENDS
PUBLIC SECTOR
Transformation is driving a change in focus to citizen needs
4
72%
of government organizations say they do not
have a digi...
Modernization and digitization have become top priorities for
Business and IT
5
BUSINESS PRIORITES
Modernize systems and i...
6
2 THE DIGITAL JOURNEY ONE YEAR IN: NAVIGATING
FROM START UP TO GROWTH MODE
CASE STUDY
Sound Bites from the Edge (and the Core)
7
Not sure
We’ve exchanged
ideas with Digital
Stop the Science
Fair projects!
Can...
The challenge was to re-route the digital transformation execution
a year in across talent, data management and structure
...
The challenge was to re-route the digital transformation execution
a year in across talent, data management and structure
...
The challenges were significant…..as were the results
10
CHALLENGES
Moving from start-up
phase to growth phase
RESULTS
1
2...
“Everyone’s a Data Scientist!”
11
Organizational Analytics Maturity
Descriptive Inquisitive Predictive Prescriptive Optimi...
Evolving from a hierarchical to distributed organizational model
12
Re-aligning the digital course a year in
13
Digital
Strategy
Leadership
Translate
transformation into
operational terms
Fe...
So….What’s the plan?
14
Create a Climate
for Change
Engage & Enable
Digital
Implement the Model
& Sustain Success
• Increa...
15
3 GUIDING PRINCIPLES FOR YOUR
TRANSFORMATION
Three distinct cultural mindsets generated by a hierarchical
cluster analysis relate closely to the stages of digital matu...
17
We need to think carefully about who is on this
team, what their goals are, and make sure that
they are being trained, ...
18
4 THE FUTURE OF DIGITAL
Pragmatic Next Steps
19
Examine how your digital
ecosystem is evolving
Explore
partnerships
Drive improvement
through capa...
A high performance digital team looks like this!
20
Rapid iteration and
experimentation
Shared vision and purpose
Actionab...
21
QUESTIONS?
THANK YOU
Upcoming SlideShare
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ANGELA VAN DAMME (FWD50 2017 Breakout) - Driving Digital Transformation: Navigating the Journey One Year In

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While a great deal of emphasis has been placed on improving citizen-facing technology, the root cause challenges within Digital transformation have been overlooked.

Human capital is the main driver of successful change.

Those furthest along their digital journey understand that experimentation, collaboration and good decision management shorten the value chain between citizen and organization.

According to our latest research, over half of government organizations indicate they have a digital strategy in one department or unit. The majority want to harness the power of data analytics to generate deeper insight, and solve for the culture and change management challenges that emerge. This session provides a case study one year into the digital mandate and explores the war wounds, realizations and insights related to the evolving relationships between people and data within the digital ecosystem.

Pragmatic solutions are offered to typical challenges in the nascent transformation phase to help digital leaders consolidate gains earlier.

Published in: Government & Nonprofit
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ANGELA VAN DAMME (FWD50 2017 Breakout) - Driving Digital Transformation: Navigating the Journey One Year In

  1. 1. © CGI Group Inc. CONFIDENTIAL Driving Digital Transformation: Navigating the Journey One Year In Angela Van Damme – VP, Strategic Advisory Practice FWD 50 Conference | November 2, 2017
  2. 2. Today’s Topics Public Sector Digital Trends Case Study: The Digital Journey - Navigating from Start-Up to Growth Mode Guiding Principles for Your Transformation The Future of Digital: Pragmatic Next Steps 2 1 2 3 4
  3. 3. 3 1DIGITAL TRENDS PUBLIC SECTOR
  4. 4. Transformation is driving a change in focus to citizen needs 4 72% of government organizations say they do not have a digital strategy across the enterprise 56% say they have a strategy across one or more departments and functions 44% have CIO and lines of business jointly empowered 55% are partnering with external providers 43% have digital capabilities being embedded into lines of business Government organizations around the world have embarked on their transformation journey However, there are many hurdles and challenges along this journey 91% Cultural change & change management 72% Change slowed by technology, legacy and agility constraints 70% Application modernization / rationalization 66% Attracting and retaining digital talent Source: CGI Voice of Our Clients (2017)
  5. 5. Modernization and digitization have become top priorities for Business and IT 5 BUSINESS PRIORITES Modernize systems and infrastructure Source: CGI Voice of Our Clients (2017) IT PRIORITIES 1 2 3 4 5 Protect the organization as cybersecurity and risks matures Improve citizen services and experience Harness the power of data analytics to improve insight Collaborate across the boundaries of our organization 1 2 3 4 5 Drive IT modernization to improve efficiency Digitize and automate business processes to deliver better citizen service Protect through cybersecurity Embrace new agile and IT delivery models Deliver the benefits of big data and business insights 80% 77% 72% 72% 70% 92% 83% 76% 69% 61%
  6. 6. 6 2 THE DIGITAL JOURNEY ONE YEAR IN: NAVIGATING FROM START UP TO GROWTH MODE CASE STUDY
  7. 7. Sound Bites from the Edge (and the Core) 7 Not sure We’ve exchanged ideas with Digital Stop the Science Fair projects! Can’t do Agile with Waterfall all around it Be bold in the assessment and recommendations Things need to be shaken up The idea of a federation was great, but missing was the implementation What is the Centre of Excellence? What is the home of best fit for Digital? what the Digital strategy is here
  8. 8. The challenge was to re-route the digital transformation execution a year in across talent, data management and structure 8 From here…..
  9. 9. The challenge was to re-route the digital transformation execution a year in across talent, data management and structure 9 From here….. To here….
  10. 10. The challenges were significant…..as were the results 10 CHALLENGES Moving from start-up phase to growth phase RESULTS 1 2 3 4 5 Strategy and structure misalignment Perception issues and ingrained cultural norms Communities of Practice not understood Lack of velocity and technology delivery bottlenecks Innovation and collaboration via redesigned federated operating model Inculcated design thinking and promoter behaviour through practice Improved responsiveness to customer needs through AI and machine learning up-skilling Accelerated time to market through user-led use cases Enhanced employee engagement through Community of Practice leadership coaching 6 7 8 9 Roles and responsibilities confusion Analytics NIMBY-ism Functional chasms Success measured by production ✓ ✓ ✓ ✓ ✓
  11. 11. “Everyone’s a Data Scientist!” 11 Organizational Analytics Maturity Descriptive Inquisitive Predictive Prescriptive Optimization ExpectedValue Enterprise Analytics Expected Value vs. Skill Investment 80 70 40 20 15
  12. 12. Evolving from a hierarchical to distributed organizational model 12
  13. 13. Re-aligning the digital course a year in 13 Digital Strategy Leadership Translate transformation into operational terms Federate the organization Apply the growth mindset Make digital everyone’s job
  14. 14. So….What’s the plan? 14 Create a Climate for Change Engage & Enable Digital Implement the Model & Sustain Success • Increase urgency • Build the team • Share the vision • Communicate for buy-in • Empower and act • Create short-term wins • Don’t let up • Consolidate gains
  15. 15. 15 3 GUIDING PRINCIPLES FOR YOUR TRANSFORMATION
  16. 16. Three distinct cultural mindsets generated by a hierarchical cluster analysis relate closely to the stages of digital maturity 16 Adapted from MIT Sloan Management Review Report Agility Risk appetite Decision making Leader structure Passion for work Work style Slow/ deliberate Cautious/ risk-averse Instinctive Hierarchical Work to live Independent/ siloed Nimble/ quick to act Bold/ exploratory Data-driven Distributed Live to work Collaborative 1 2 3 4 5 Early cluster Developing cluster Maturing cluster
  17. 17. 17 We need to think carefully about who is on this team, what their goals are, and make sure that they are being trained, assessed, and motivated. People in these positions must continue to grow as they build their lean-management capabilities, yet still have both the incentive and ability to return to their original organizations Susanne Laperle Retired SVP of HR and Communications Export Development Canada (EDC)
  18. 18. 18 4 THE FUTURE OF DIGITAL
  19. 19. Pragmatic Next Steps 19 Examine how your digital ecosystem is evolving Explore partnerships Drive improvement through capabilities Align human talent and machine power Identify priorities and measure key outcomes Iterate, iterate, iterate
  20. 20. A high performance digital team looks like this! 20 Rapid iteration and experimentation Shared vision and purpose Actionable strategic guidance Continuous Learning Standardized ways of working Information transparency Fit-for-purpose accountable cells Flexible resource allocation Cohesive community Action-oriented decision architecture Role mobility
  21. 21. 21 QUESTIONS? THANK YOU

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