This document discusses using lean methods and a startup approach to reinvent public services and shift them to digital channels. It outlines barriers to transformation like organizational inertia. It advocates focusing on outcomes, being lean not just agile, nurturing bottom-up and top-down change, reinventing rather than just reskinning services. A case study shows using teams, lean methods, a digital by default philosophy and time-boxed discovery to improve outcomes for a local government service. The EmbArrk process and prerequisites for change are described.

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Reinventing public services
through digital channel shift
Using lean methods and the wisdom of the start-up
to deliver improved public service outcomes
6th December 2016
Julian Howison, Director
julian.howison@arrkgroup.com

2. © Arrk Group 2016www.arrkgroup.com
§ Day job
§ Culture
§ Governance processes
§ Financial constraints
§ Organisational inertia
§ Political interests ( internal and external )
§ Legacy systems / processes
§ Skills and experience
§ Etc. . . . .
Barriers to ‘transformation’

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§ Focus on outcomes that meet needs
§ Be lean not just agile
§ Nurture bottom-up and top-down
§ Don’t just re-skin, rather re-invent
§ Make use of proven methodologies
§ Adopt best practice start-up behaviour
§ Use external help to inject energy and momentum
§ Use a time-boxed discovery to accelerate change
A lean approach to improved outcomes

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§ Improving local government service outcomes
§ Researched needs, translated these into desired outcomes
§ Built collaborative, cross-functional teams
§ Made maximum use of lean methods
§ Were ambitious, aimed to re-invent the service
§ Had a digital by default philosophy
§ Created a start-up energy / enthusiasm
§ Had some fun, broke some eggs
§ Used a time-boxed discovery method as key accelerator
Case study

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EmbArrkTM : time-boxed lean discovery
GDS
Phase 1
discovery
GDS
Phase 2
alpha
GDS
Phase 3
beta
GDS
Phase 4
live
EmbArrkTM
agile@arrkTM

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EmbArrkTM : the process

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EmbArrkTM : user needs analysis

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EmbArrk : reinventing service flow

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EmbArrkTM : rapid service design

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EmbArrkTM : user validation

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§ Policies that support re-inventive change
§ Supportive leadership and a permissive culture
§ The right people with the authority to decide
§ Don’t trust the ’internal experts’ - go look see
§ Training and coaching
§ Resources
Prerequisites

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§ Focus on Customer (citizen) need / purpose
§ Go look see
§ Value stream alignment
§ Reduce uncertainty by aiming to fail fast
§ Do less, do it now
§ Smallest possible increments
§ Minimise waste
Lean principles

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§ Strategic design
§ Service discovery / design
§ Service digitisation
§ Low-level business process re-design
§ Business case preparation
Where we’ve used EmbArrkTM

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§ User first
§ Clear focus on outcomes that meet needs
§ Rapid mobilisation, create momentum
§ Enthuse and energise people
§ Time-boxed, focused, collaborative
§ Quickly define the ‘end in mind’
§ Build stakeholder buy-in
§ Create a team of evangelists
§ Identify quick-wins
§ Cost-effective
Benefits

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§ Focus on outcomes that meet needs
§ Be lean not just agile
§ Nurture bottom-up and top-down
§ Don’t just re-skin, rather re-invent
§ Make use of proven methodologies
§ Adopt best practice start-up behaviour
§ Use external help to inject energy and momentum
§ Use a time-boxed discovery to accelerate change
A lean approach to improved outcomes

16. © Arrk Group 2016www.arrkgroup.com