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Deloitte Digital Copyright © 2015 Deloitte Digital LLC. All rights reserved.
DIGITALGOVERNMENT
TRANSFORMATIONUK Survey Data Analysis
Public Sector Research Group
October 2015
Deloitte Digital Copyright © 2015 Deloitte Digital LLC. All rights reserved.
OVERVIEW–UNITEDKINGDOM
“Government is not immune
to the seismic changes that
digital technology has
brought to bear.”
— Mike Bracken, GDS on the
impact of digital
Top 3 barriers
1. Insufficient funding
2. Too many competing
priorities
3. Security concerns
Top driver
Cost + Budget pressures
• Most agencies feel that employees and leaders lack the
necessary skills for digital transformation
• Less than 1/5th of agencies are satisfied with their
digital vendor community
Maturity
Insights
28%
26%
64%
60%
7%
13%
UK (n=243)
Global (n=1202)
Digital Maturity Rating
Early Developing Maturing
Deloitte Digital Copyright © 2015 Deloitte Digital LLC. All rights reserved.
READINESSANDRESPONSE
82%
87%
44% 47%
Global UK
Digital opportunity vs investment
View digital technologies as an opportunity
Increased investment in digital intiatives in the last fiscal
Have a clear and coherent digital strategy?
Global 46%
UK 47%
Objectives of digital strategy % agree
1. Increase efficiency 89%
2. Improve customer/citizen experience and engagement,
and transparency
88%
3. Fundamentally transform our organization processes
and/or organization model
69%
4. Create or access valuable information or insights to
improve decision making
65%
5. Create or access valuable information or insights for
innovation
60%
51percent say that digital trends are improving
their organization’s ability to respond to threats
and opportunities
75percent say their digital capabilities are
behind the private sector
37%
satisfied globally
36%
confident
globally
2%
42%
31%
28%
34%
30%
33%
Satisfied with organiation's
current reaction to digital
trends
Confident about organization's
readiness to respond to digital
trends
Don't know Disagree Neither agree nor disagree Agree
Deloitte Digital Copyright © 2015 Deloitte Digital LLC. All rights reserved.
LEADERSHIP,WORKFORCEANDSKILLS
42%
40%
39%
46%
53%
59%
40%
41%
49%
52%
55%
57%
Business acumen
Collaborative processes
User experience design
Technological savviness
Entrepreneurial spirit
Agility
Workforce-skills lacking
UK Global
93%find workforce and skills to be a
challenging area to manage in their
organization’s transition to digital
45%say that leadership understands
digital trends and technologies
31%say that their leaders have
sufficient skills to lead the organization’s
digital strategy
34%
25%
33%
27%
Global UK
Digital skills vs investment in workforce
Empoyees have sufficient skills to execute organization's digital strategy
Organizaion provides opportunities and resources to obtain the right skills
Does a single person or group have the
responsibility to oversee/manage your
organization’s digital strategy?
Yes,
51%
Global
Yes,
54%
UK
Deloitte Digital Copyright © 2015 Deloitte Digital LLC. All rights reserved.
CUSTOMER/CITIZEN-FOCUS
84%say that digital technologies and capabilities enable employees at their organization to work better
with customers/citizens
88%say improving customer/citizen experience and transparency is an objective of their organization’s
digital strategy
How are digital trends impacting your organization’s
customer/citizen service quality?
9%
11%
52%
53%
27%
23%
12%
13%
UK
Global
Don't know Low Neither high nor low High
37%
26%
38% 56%
14%
9%
11% 9%
Global UK
What is the biggest driver of digital transformation?
Customer/citizen demands Cost and budget pressures
Federal/central government directives Others
Improving
, 78%
Global
Improving
, 77%
UK
What is the level of customer/citizen involvement in co-creating digital services for your organization?
Deloitte Digital Copyright © 2015 Deloitte Digital LLC. All rights reserved.
CULTURE-INNOVATION,COLLABORATION,
OPENSOURCE,AGILE
2%
2%
5%
8%
29%
28%
64%
62%
Innovative culture
Collaborative culture
Digital trends are changing these dynamics within my organization:
Don't know Degrading Neither improving nor degrading Improving
96%find culture to be a challenging area to manage in their organization’s transition to digital
28% 29%
46% 47%
26% 24%
Global UK
Is the transition to digital altering your organization’s
attitude towards risk?
Don't know
No
67% globally say
digital trends improve
collaborative culture
65% globally say
digital trends improve
innovative culture
To what extent does your organization use open source
technology to deliver digitally transformed services?
82%say that digital technologies and
capabilities enable employees at their organization to
work better with other employees
Great extent
5%
Moderate
extent
18%
Small
extent
35%
Global
Great
extent
4%
Moderate
extent
14%
Small
extent
36%
UK
Deloitte Digital Copyright © 2015 Deloitte Digital LLC. All rights reserved.
PROCUREMENT
79%find procurement to be a challenging area
to manage in their organization’s transition to digital
83%say that government procurement needs to
change significantly or very significantly to
accommodate digital transformation
17%say that they are satisfied with the
community of vendors that currently serves the
digital government marketplace
Top 3 obstacles to better procurement
practices in the digital age
UK Global
1. Rules/regulations 1. Rules/regulations
2. Lack of flexibility 2. Lack of flexibility
3. Legacy contracts 3. Procurement skill
sets
10%
20%
21%
19%
31%
45%
19%
21%
33%
33%
33%
48%
Shorter contract periods
Modular development
Less control from the center
More open to small and
medium-sized companies
Less restrictive terms and
conditions
Agile development process
In what ways does procurement need to change to enable
digital transformation?
UK Global
Don’t
know
8%
In-house
10%
Mixed (in-
house and
contracted
model)
74%
Outsource
d
8%
Development of digital services

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Government digital transformation

  • 1. Deloitte Digital Copyright © 2015 Deloitte Digital LLC. All rights reserved. DIGITALGOVERNMENT TRANSFORMATIONUK Survey Data Analysis Public Sector Research Group October 2015
  • 2. Deloitte Digital Copyright © 2015 Deloitte Digital LLC. All rights reserved. OVERVIEW–UNITEDKINGDOM “Government is not immune to the seismic changes that digital technology has brought to bear.” — Mike Bracken, GDS on the impact of digital Top 3 barriers 1. Insufficient funding 2. Too many competing priorities 3. Security concerns Top driver Cost + Budget pressures • Most agencies feel that employees and leaders lack the necessary skills for digital transformation • Less than 1/5th of agencies are satisfied with their digital vendor community Maturity Insights 28% 26% 64% 60% 7% 13% UK (n=243) Global (n=1202) Digital Maturity Rating Early Developing Maturing
  • 3. Deloitte Digital Copyright © 2015 Deloitte Digital LLC. All rights reserved. READINESSANDRESPONSE 82% 87% 44% 47% Global UK Digital opportunity vs investment View digital technologies as an opportunity Increased investment in digital intiatives in the last fiscal Have a clear and coherent digital strategy? Global 46% UK 47% Objectives of digital strategy % agree 1. Increase efficiency 89% 2. Improve customer/citizen experience and engagement, and transparency 88% 3. Fundamentally transform our organization processes and/or organization model 69% 4. Create or access valuable information or insights to improve decision making 65% 5. Create or access valuable information or insights for innovation 60% 51percent say that digital trends are improving their organization’s ability to respond to threats and opportunities 75percent say their digital capabilities are behind the private sector 37% satisfied globally 36% confident globally 2% 42% 31% 28% 34% 30% 33% Satisfied with organiation's current reaction to digital trends Confident about organization's readiness to respond to digital trends Don't know Disagree Neither agree nor disagree Agree
  • 4. Deloitte Digital Copyright © 2015 Deloitte Digital LLC. All rights reserved. LEADERSHIP,WORKFORCEANDSKILLS 42% 40% 39% 46% 53% 59% 40% 41% 49% 52% 55% 57% Business acumen Collaborative processes User experience design Technological savviness Entrepreneurial spirit Agility Workforce-skills lacking UK Global 93%find workforce and skills to be a challenging area to manage in their organization’s transition to digital 45%say that leadership understands digital trends and technologies 31%say that their leaders have sufficient skills to lead the organization’s digital strategy 34% 25% 33% 27% Global UK Digital skills vs investment in workforce Empoyees have sufficient skills to execute organization's digital strategy Organizaion provides opportunities and resources to obtain the right skills Does a single person or group have the responsibility to oversee/manage your organization’s digital strategy? Yes, 51% Global Yes, 54% UK
  • 5. Deloitte Digital Copyright © 2015 Deloitte Digital LLC. All rights reserved. CUSTOMER/CITIZEN-FOCUS 84%say that digital technologies and capabilities enable employees at their organization to work better with customers/citizens 88%say improving customer/citizen experience and transparency is an objective of their organization’s digital strategy How are digital trends impacting your organization’s customer/citizen service quality? 9% 11% 52% 53% 27% 23% 12% 13% UK Global Don't know Low Neither high nor low High 37% 26% 38% 56% 14% 9% 11% 9% Global UK What is the biggest driver of digital transformation? Customer/citizen demands Cost and budget pressures Federal/central government directives Others Improving , 78% Global Improving , 77% UK What is the level of customer/citizen involvement in co-creating digital services for your organization?
  • 6. Deloitte Digital Copyright © 2015 Deloitte Digital LLC. All rights reserved. CULTURE-INNOVATION,COLLABORATION, OPENSOURCE,AGILE 2% 2% 5% 8% 29% 28% 64% 62% Innovative culture Collaborative culture Digital trends are changing these dynamics within my organization: Don't know Degrading Neither improving nor degrading Improving 96%find culture to be a challenging area to manage in their organization’s transition to digital 28% 29% 46% 47% 26% 24% Global UK Is the transition to digital altering your organization’s attitude towards risk? Don't know No 67% globally say digital trends improve collaborative culture 65% globally say digital trends improve innovative culture To what extent does your organization use open source technology to deliver digitally transformed services? 82%say that digital technologies and capabilities enable employees at their organization to work better with other employees Great extent 5% Moderate extent 18% Small extent 35% Global Great extent 4% Moderate extent 14% Small extent 36% UK
  • 7. Deloitte Digital Copyright © 2015 Deloitte Digital LLC. All rights reserved. PROCUREMENT 79%find procurement to be a challenging area to manage in their organization’s transition to digital 83%say that government procurement needs to change significantly or very significantly to accommodate digital transformation 17%say that they are satisfied with the community of vendors that currently serves the digital government marketplace Top 3 obstacles to better procurement practices in the digital age UK Global 1. Rules/regulations 1. Rules/regulations 2. Lack of flexibility 2. Lack of flexibility 3. Legacy contracts 3. Procurement skill sets 10% 20% 21% 19% 31% 45% 19% 21% 33% 33% 33% 48% Shorter contract periods Modular development Less control from the center More open to small and medium-sized companies Less restrictive terms and conditions Agile development process In what ways does procurement need to change to enable digital transformation? UK Global Don’t know 8% In-house 10% Mixed (in- house and contracted model) 74% Outsource d 8% Development of digital services