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Making Government Digital

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A presentation to "Agile Australia" conference on the UK Government journey and my take on it. It includes my private views on what will make transformation successfully stick in a public sector environment. UK Government as a whole is generally doing a good job in transforming the way it delivers services, but there are always sticking points, and aspects that could be better.

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Making Government Digital

  1. 1. Steering an Agile Oil Tanker Making Government Digital Richard Edwards 17 June 2015 Views expressed are those of Richard Edwards, and not of UK Government, Barra Kay Limited, or any other individual or organisation
  2. 2. Danger People working outside comfort zone! Warning You might be out of your depth! • Government finds IT change difficult • Government services complex & unfriendly • Govt IT massively expensive • Lots of attempts to do better – some success
  3. 3. Why change now? • Digital revolution in society • 2008 crash: effect on UK economy • Recession demands digital revolution in Govt • Commercial mindset of Con/Lib coalition • Martha Lane-Fox report https://www.gov.uk/government/publications/ directgov-2010-and-beyond-revolution-not-evolution-a-report-by-martha-lane-fox
  4. 4. The unique problem • The scale of change • More than 790 transactional services • 1.74 billion transactions per annum • In excess of 6 million UK public servants https://www.gov.uk/performance/transactions-explorer/all-services/ by-transactions-per-year/descending Transactions per annum
  5. 5. The How New concepts • Services • Products • Customers • Iterations • MVPs New roles • Service Managers • Product Owners New ways • Remove barriers • Multi- disciplinary teams • Collocation gov.uk/service-manual gov.uk/service-manual/digital-by-default gov.uk/design-principles
  6. 6. The How 2 • Public servants are resourceful: give them reason to change and they will help • The stick: make it policy, create Standard Operating Procedures • The carrot: learn about benefits by doing, deliver “Exemplars” www.flickr.com/photos/environment-agency
  7. 7. The How 3 • Make it easy to do: make it the simplest path to the desired outcome • Make it exciting: the “endorphins of benefit” mask any pain • Make it viral: so good it spreads by itself www.blog.gov.uk
  8. 8. Blockers • Funding governance: must be outcome based • Power bases: senior executive ownership • Skill base: grow your own, buy in when necessary • Big suppliers: bring into the picture or eliminate • Proprietary product: use open source & invent own • IT problem: a multi-functional transformation team
  9. 9. Blockers 2 Service Mgt Service Mgt Service Mgt Service Mgt Digital Capability Usr Rsrch UX Design Scrm Mstr Coach Business Capability Corporate Capability IT Capability Digital Lead Payments Accounts GIS NCCC ... Develop Test Analyse Design • Monolithic IT difficult to change: Change to service-aligned teams • Big outsourcing takes time to alter: Engage with SMEs through frameworks • European procurement law difficult for agility: Use frameworks, clear principles, education Operate
  10. 10. Enablers • Government-wide enabling organisation: GDS • 6 Principles & 18 Criteria mandated and assured – make it policy • Service Design Manual • GOV.UK move: single gateway, single style • Best practice from industry: don’t be afraid to pinch good ideas • Use the open source movement, and give back open code • Exemplar projects • Quickly create beacons of light: HMRC, DVLA, organisations that have transformed from the top down & bottom up • Have evangelical coaches, transformation agents, leaders, advocates, “champions” • Communities of Practice Views expressed are those of Richard Edwards, and not of UK Government, Barra Kay Limited, or any other individual or organisation
  11. 11. Steering an Agile Oil Tanker Making Government Digital Questions & Answers Richard Edwards 17 June 2015 Views expressed are those of Richard Edwards, and not of UK Government, Barra Kay Limited, or any other individual or organisation

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