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Digital
Transformation
Leadership
thoughts
Patrick Ruddick
4 March 2016
In 2015 we surveyed a variety of
Public Sector organisations to assess
their stage of digital evolution – some
400 leaders took part from Local
Govt., Police, the NHS and Education
Sector took part
Our research suggests a wide
spectrum of digital maturity across
our public sector, but with a common
set of issues and a shared series of
barriers that are hampering change:
•Culture
•Procurement
•Workforce
•Leadership
*From the Ascent of Digital report by Deloitte LLP
*From the Ascent of Digital report by Deloitte LLP
Key Question for Digital Leaders: Have we looked at our talent pool and
planned where our skill sets are coming from?
Our survey tells us that organisations do not have the right skills to take
advantage of digital transformation. Digital strategists need to think about their
talent management to plan what capabilities they need and how they are going
to secure them.
*From the Ascent of Digital report by Deloitte LLP
The key skills factors for Digital Leaders
The key skills factors for a Chief Digital Officer
Digital Leadership skills
*From the Survival through Digital Leadership report by Deloitte GmbH
The four phases of digital transformation
*From the Survival through Digital Leadership report by Deloitte GmbH
Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited (“DTTL”), a UK private company limited by guarantee, and its network of member firms, each of which
is a legally separate and independent entity. Please see www.deloitte.co.uk/about for a detailed description of the legal structure of DTTL and its member firms.
Deloitte MCS Limited is a subsidiary of Deloitte LLP, the United
Kingdom member firm of DTTL.
This publication has been written in general terms and therefore
cannot be relied on to cover specific situations; application of the
principles set out will depend upon the particular circumstances
involved and we recommend that you obtain professional advice
before acting or refraining from acting on any of the contents of
this publication. Deloitte MCS Limited would be pleased to advise
readers on how to apply the principles set out in this publication to
their specific circumstances. Deloitte MCS Limited accepts no
duty of care or liability for any loss occasioned to any person
acting or refraining from action as a result of any material in this
publication.
© 2016 Deloitte MCS Limited. All rights reserved.
Registered office: Hill House, 1 Little New Street, London EC4A
3TR, United Kingdom. Registered in England No 3311052.
Deloitte Digital
Senior Manager
Mobile: +44 7748 920166
E-mail: pruddick@deloitte.co.uk
Web: www.deloitte.co.uk

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Digital Transformation Leadership Thoughts | Patrick Ruddick | March 2016

  • 2. In 2015 we surveyed a variety of Public Sector organisations to assess their stage of digital evolution – some 400 leaders took part from Local Govt., Police, the NHS and Education Sector took part Our research suggests a wide spectrum of digital maturity across our public sector, but with a common set of issues and a shared series of barriers that are hampering change: •Culture •Procurement •Workforce •Leadership *From the Ascent of Digital report by Deloitte LLP
  • 3. *From the Ascent of Digital report by Deloitte LLP
  • 4. Key Question for Digital Leaders: Have we looked at our talent pool and planned where our skill sets are coming from? Our survey tells us that organisations do not have the right skills to take advantage of digital transformation. Digital strategists need to think about their talent management to plan what capabilities they need and how they are going to secure them. *From the Ascent of Digital report by Deloitte LLP
  • 5. The key skills factors for Digital Leaders The key skills factors for a Chief Digital Officer Digital Leadership skills *From the Survival through Digital Leadership report by Deloitte GmbH
  • 6. The four phases of digital transformation *From the Survival through Digital Leadership report by Deloitte GmbH
  • 7. Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited (“DTTL”), a UK private company limited by guarantee, and its network of member firms, each of which is a legally separate and independent entity. Please see www.deloitte.co.uk/about for a detailed description of the legal structure of DTTL and its member firms. Deloitte MCS Limited is a subsidiary of Deloitte LLP, the United Kingdom member firm of DTTL. This publication has been written in general terms and therefore cannot be relied on to cover specific situations; application of the principles set out will depend upon the particular circumstances involved and we recommend that you obtain professional advice before acting or refraining from acting on any of the contents of this publication. Deloitte MCS Limited would be pleased to advise readers on how to apply the principles set out in this publication to their specific circumstances. Deloitte MCS Limited accepts no duty of care or liability for any loss occasioned to any person acting or refraining from action as a result of any material in this publication. © 2016 Deloitte MCS Limited. All rights reserved. Registered office: Hill House, 1 Little New Street, London EC4A 3TR, United Kingdom. Registered in England No 3311052. Deloitte Digital Senior Manager Mobile: +44 7748 920166 E-mail: pruddick@deloitte.co.uk Web: www.deloitte.co.uk