1. Digital Service Delivery Workshop
Diverse stakeholder group in Watford, January 2015
Workshop aims:
• To identify and agree the environmental factors, both external and internal
• To identify and agree the ‘as is’ and ‘to be’ states within Action for Children and the gap
between
• To action plan to bridge the gap
Workshop outcomes:
• Agreement on a pipeline of digital work and how to resource and manage the pipeline
• Agreed action plan for Digital Service Delivery with participants taking ownership of actions
• Agreement on future collaborative/cross functional working to ensure we deliver the action
plan
Participants both inside and outside the room could participate and join the debate using
Twitter.

2. I selected the context map as an appropriate
technique for participants to visualise the
environment.

3. We split into two groups and looked at the
Business to Consumer (B2C) and Business
to Business (B2B) environments, swapping
over at half time.
I asked the groups to write down the ‘unwritten
rules’ of digital service delivery, and then break
them one by one to produce the ideal business
environment for digital service delivery.
Then we action planned to deliver that
environment.
Feedback
“It’s clear what the challenges are.”
“I understand other people’s position on this
now.”
“Twitter was a good way to include people.”

4. Sharepoint project Lessons Learned
Project Team in Watford, September 2014
Objectives
• To review the performance of the project in a safe environment
• Reach agreed Lessons Learned (PRINCE2 term) on both positives to be repeated and
negatives to be avoided in future projects and Business as Usual
• Provide material for the project manager to write a full report
Outputs
• An agreed action plan for the next steps
• Agreed material for the Lessons Learned Report
I used the ORID framework to lead the team through a set of structured questions
Emotions had run high at critical points in the project and this framework allowed them into the
open in a controlled and positive way. The team reached a mutual understanding.

5. The interpretive and decisional questions
provided a wealth of material for the Lessons
Learned Report.

6. An agreed action plan provided clear next steps for the organisation.
Feedback
“Really positive”
“Really good experience. We have the basis of an agreed report”

7. Team Alignment and New Business Processes
Shared Service Team in Glasgow, 4 April 2013
Objectives
• To think creatively about the team’s services and processes - to look at everything
• To let go of existing ways of working if they are no longer fit for purpose
• To consider behaviours, tools and techniques that will support new ways of working
• To agree an action plan
Outcome – an agreed action plan to re-align the team and its processes
To start, a creative thinking activity – my desert island – to engage the brain
We thought about our different customer groups and what they want

8. We explored what is and what could be using a technique called Spectrums
Spectrum one was about equal amounts of work across the team and meeting targets and
deadlines. We used three spectrums in total.
We looked at using KanBan or ‘signboard’ to share out work so that people are not overloaded
when others are less busy, and to ensure targets continue to be met.
Feedback
“Everybody participated”
“Better picture of what I am coming into”
“We made decisions. It was constructive”.

9. Team Building Workshop
Fostering Team in South London, 1 August 2012
Objectives
• To let go of the past
• Identify past successes and explore how we can replicate them
• Identify blockers to being a team and explore how we can reduce them
• Make commitments starting now and for the future
• Agree an action plan
Outcomes – the team’s commitments
What Who When
Remember the team
objective in everything I do
All team From now
Make your calendar public
and keep it up to date
All team From now
Stick to the guidelines All team Ongoing
Do everything in your
power to be on time
All team From now
Say what I think could be
better then stop talking
All team From now
Facilitated approach
Using the Olympics as inspiration, we discussed what the features of a good team were:

10. We identified what was blocking further successes and put these blockers into categories:
We used the technique
Appreciative Inquiry to explore our
successes and what the features
of the successes were.

11. Feedback
“It was a really good day yesterday and later on that night I had texts from staff saying that they felt
very uplifted. I am hoping this is the turning point that we all needed.”
“Everyone took part”
“Focus on the positive”
“Identified problems”
“Things seem to have improved a great deal, I think with the weekly meetings and the team being
kept up-dated with everything it has helped with transparency. Definitely feels a lot calmer and
everyone appears keen to move forward.”