This document discusses using lean methods and a startup approach to reinvent public services through digital channels. It advocates focusing on outcomes, being lean not just agile, nurturing bottom-up and top-down change, reinventing rather than just reskinning services, using proven methodologies, adopting startup behaviors, using external help, and employing time-boxed discovery to accelerate change. The document also describes barriers to transformation in public services and presents a case study of a lean approach.

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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

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 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