Best Business Practices for undertaking a Business Transformation project - May 22nd 2019-Peter Job - Digital Government 2019

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Best Business Practices for undertaking a Business Transformation project - May 22nd 2019-Peter Job - Digital Government 2019
Best Business Practices for
 undertaking a Business
 Transformation project
       May 22nd 2019-Peter Job
Best Business Practices for undertaking a Business Transformation project - May 22nd 2019-Peter Job - Digital Government 2019
Going Digital
Before and after- Peter Job, CEO Intergence
Best Business Practices for undertaking a Business Transformation project - May 22nd 2019-Peter Job - Digital Government 2019
What We Do

Digital Transformation   Digital Analytics       Managed Services

.                                            .

                                                  3
Best Business Practices for undertaking a Business Transformation project - May 22nd 2019-Peter Job - Digital Government 2019
Some of our customers
Best Business Practices for undertaking a Business Transformation project - May 22nd 2019-Peter Job - Digital Government 2019
“Slow is smooth, smooth is fast”
Best Business Practices for undertaking a Business Transformation project - May 22nd 2019-Peter Job - Digital Government 2019
Product innovation
is very fast!!!
Best Business Practices for undertaking a Business Transformation project - May 22nd 2019-Peter Job - Digital Government 2019
Business Transformation
Best Business Practices for undertaking a Business Transformation project - May 22nd 2019-Peter Job - Digital Government 2019
ROI- What are we
trying to achieve?
Best Business Practices for undertaking a Business Transformation project - May 22nd 2019-Peter Job - Digital Government 2019
Understand
your customer
   journey
Best Business Practices for undertaking a Business Transformation project - May 22nd 2019-Peter Job - Digital Government 2019
Formulate a Digital strategy
What is it really about?
Its all about the
    customer
Work out the key deliverables
Agile what is it- why is it important?
Agile is really about people
Provides a
framework for
   success-
Faster delivery
Kanban
Daily Standups               Retrospectives   Colocation
                  Boards

 Continuous       Product      Customer       Two weekly
  feedback        backlogs       focus          sprints

  Product         Scrum of
                                 MVP           Fail Fast
  Managers         Scrums

                 Agile Summary
What does it look like?
Agility Maturity Index

 • Build a true team
 • Great Leadership
 • Accountable
 • Customer Focus
 • Thoughtful Planning
Retrospectives- Continuous improvement
Measure your progress

                        .
What does a good business transformation
look like?
Digital Transformation
Cloud Migration
ROI Example
Strategic Starting Position

                COMPUTE                                                   COMPUTE                                                 COMPUTE
   NETWORK & STORAGE                                        NETWORK & STORAGE                                       NETWORK & STORAGE
                     OPEX                                                      OPEX                                                    OPEX

      1.21M
                    £1.68M                                       630k
                                                                                 £840k                                  533k
                                                                                                                                           £775k
                           ACTUAL                                                   ESTIMATED                                               ESTIMATED
            360k
                    110k
                                                                                             60k
                                                                                                                                    192k           50k
                                                                             150k

                 ON-PREM ‘AS-IS’ COST                                AZURE CLOUD MIGRATION COST                                POST TRANSFORMATION COST

    • The Strategic Starting Positions original assumption is for the entire IT estate to migrate to the cloud subject to discovery & application dependency mapping.

    • Estimated ROI savings over 3 years of circa £1.1M
RETAIN – Keep ‘AS-IS’

                   01
                                                              14%
                      RETIRE – Remove Applications from your Estate

                   02
                                                                            36%
                      REHOST – ‘Lift & Shift’
                                                                                                                          Position Post-Discovery

                   03
                                                                      21%

                      REPLATFORM – Re-Provide as IaaS Service
                                                             5%

                   04

6R’s Methodology
                      REPURCHASE – Change License Consumption Model
                   05
                                                                21%

                      REFACTOR – Rewrite Applications for Cloud Use
                                                           3%

                   06
                                                                                  Per Annum

                   Costs Per Annum
                                                                                              Additional Saving

                                                     £574k
                                                                                                                  £201k

                                     Post Transformation
Breakdown Strategic Summary

      £1.68M                            £775k                              £574k
              ACTUAL                          ACTUAL                              ACTUAL

    Pre-Strategic Position       Post Transformation                   Actual Post-Discovery
        Original On-Prem Costs   Estimated Post Transformation Costs     Post-Discovery Actual Costs
                                  Estimated Savings of circa £900k
Tendring District Council Digital Business
Transformation ……. People, Customers, Infrastructure

Business Transformation
The Importance of People when taking on a Business Transformation Project
Customers are key
Network/Data Security and Digital Transformation
Infrastructure assessments and why they are vital

                            John Higgins, Head of IT and Resilience, Tendring DC
Firstly, by way of an apology ….

     JH: I’m not a consultant … I don’t do minimalist, edgy nor
     profoundly simplistic slides (Peter of Intergence does).

       JH: I can’t describe what we are trying to do at Tendring District
      Council and why through the inspirational yet simplistic parable of
         two pairs of hanging jeans on a white wall …… Peter can

JH: My slides are ‘full fat’ …. busy, but informative … and hopefully interesting
Background …..Tendring District Council (TDC) on a page:
                           ▪   Political; public sector austerity & …..Council building office
                               consolidation ‘Office Transformation’, efficiency & effectiveness aka
                               doing more for less.
                           ▪   Economic; Low economic activity (high elderly % & high
                               unemployment), seasonal tourism employment & few skilled jobs,
                               public sector austerity.
                           ▪   Socio-cultural; Large variation in affluence, health, life expectancy -
                               Jaywick Sands ….. most deprived UK area, high elderly population
                               ‘Eastender retiree migration’
                           ▪   Technological; smartphone ownership (85%), ‘Amazon’ digital
                               customer service aspirations, improving mobile signal availability.
                           ▪   Legal; Statutory service delivery plus non-statutory, cyber security and
                               NCSC edict (annual PSN re-certification).
                           ▪   Environmental; 130 square miles, 38 miles of coastline, 144k
                               population, poor road & rail infrastructure – predominantly run east to
                               west …. Tendring’s north south divide.

                               The Council’s Vision …. “To put community at the heart of
                               everything we do through delivery of high quality affordable
                               services and working positively with others.”

                               Public Service Paradox…. Digital dependency vs digitally
                               excluded, vulnerable support and service inclusivity.
Initial Digital Infrastructure Assessment;
Getting the ‘digital foundations’ right after years of under investment ….. Where are
we digitally and where do we want to be and need to be ?

Tendring’s £1.5 million strategic digital modernisation programme aka digital transformation phase one;

▪   2014 investment in our voice and data Wide Area Network (WAN) replacing 14 year old Cisco switches.
▪   2014 new, high speed, mirrored SAN data storage capabilities within our own private cloud.
▪   2014-2015 virtualisation of over 150 applications onto our HyperV SANs removing over 130 physical servers from our infrastructure.
▪   2014-2017 replacement of over 400 desktop PCs with 400 laptops and tablets.
▪   2014-2017 roll-out of remote working technology
▪   2014-2017 Replacement of around 140 staff mobile phones with 140 Smartphones.
▪   2015-2016 replacement of Cisco corporate telephony with Microsoft Skype for Business.
▪   2015-2017 corporate IDOX Electronic Document Record Management roll-out.
▪   2015-2017 replacement of our intranet.
▪   2016 opening of our new Mitel contact centre.
▪   2014-2017 business as usual’ Internet roll-out of E-forms and Epayments … channel shift.

Notes:
1. £1 million Council digital investment plus £1/2 million IT budgets (including 2013 prudent underspend) during austerity with £78,000 p.a.
   target savings e.g. 5% ROI.
2. A mix of core infrastructure flexible/ remote working staff enablement technologies (80%) and customer service improvements (20%).
Sound digital foundations but the
                                    world moves on ….
                                ▪   Ever increasing cyber security.
                                ▪   More austerity …. then some more.
                                ▪   Some business intelligence stats but. mostly anecdotal and or professional knowledge.
                                ▪   Public sector service survival and operational cost reduction.
                                            VS
                                ▪   Ever increasing customer service expectations & digital dependency.
                                ▪   Increasing staff expectations, modern flexible working & work-life balance.

                                ▪   Public Service Paradox…. Digital dependency vs the digitally excluded, vulnerable support
                                    and service inclusivity.

Re-baseline ….. working with new trusted partner
Intergence Systems Ltd:
▪   What does our new digital estate now look like…. Re-assessment?

▪   Exactly who are our customers?
▪   What are our high volume transactions?
▪   Where are our high manual intensive processes?
▪   What do our customer journeys really look like?
▪   How do our customers want to deal with us?

                                                …….. Customers are key
Tendring’s Twofold Business
    Transformation Response ….

Office transformation programme and digital
transformation phase Two:
▪   Office consolidation/ modernisation of remaining buildings & creation of a new centralised multi-
    agency customer reception centre.

▪   2018-2020 Cloud migration to the Microsoft Azure platform.

▪   New Firmstep customer self-service portal integrated to key corporate systems ….. channel shift
    ‘step change’.

▪   Development of a new Leisure and Tourism promotional smartphone App including Clacton Air show
    crowd-funding capabilities.

▪   Dynamic re-configuration of our network …. from 80% cabled to 80% new Cisco Meraki WiFi
    connectivity for all staff.
The parable of the ‘network candled egg’ … a hard and
impenetrable ‘cyber shell’ shell but you can’t see the
developing chick within.
Tendring Digital Transformation (Phase 2) ……. Community, Customers, Visitors
                                                                                              New Leisure & Tourism App
      Cloud-based Local
     Authority Corporate
     Back-Office System
         Integration
                            Event Promotion, Offers, Advertising Income & Crowd Funding

                           Front-Office
                             Solution                                                       Tendring Community, Visitors &
                                                                                                      Customers
       Drupal Website

                                                         Self-Service (Channel Shift)

                                            Council Reception Self-serve (partner locations tbc)

                                          Traditional & Mediated Services for the Digitally Excluded
                                                                                                             Council Staff

                                                Council Staff Mobile Working in the Community
Business Transformation ……. Really all about people
                                                          Tendring Community, Visitors
                                                                  & Customers

                                         New Leisure &
                                          Tourism App
                                                                        New Flexible/
                                                                        Remote Working/
                                                                        Hot-desking

         Website

Two Year Microsoft Azure   Intergence                      Council
Cloud Migration Strategy   Systems Ltd                   Corporate IT
                                                            Team
What are we trying to achieve ………… A cohesive, joined up Digital
Transformation strategy supporting;

❑ Balancing our budgets .... drive down our operating costs and maximise
  efficiency and effectiveness. (Note: The programme is funded through ROI deliverables)
❑ Our Office Transformation Strategy.

                                               “Deliver high
❑ Our customers’ evolving service delivery expectations …..
   quality affordable services … and support the vulnerable”.
❑ Our ongoing structural and cultural change.
❑ Staff innovation and a desire to work smarter to better serve our diverse
  community.
❑ Improved cyber security, governance and operational awareness.

❑ Leisure & Tourism … key          Tendring economic and employment
   drivers
Where are we ………
        ❑ A year on our digital transformation is running to budget, quality and
          broadly to time.

        ❑ We have a coherent, joined-up transformation plan that will deliver
          real benefits to our community, visitors, customers and our staff.

        ❑ We are building strong technology and consultancy relationships with
          partners who are agile, responsive and innovative.

        ❑ Our technology investments are enabling/ delivering/ contributing
          towards; The Council’s Vision, Office Transformation plans, our
          Customer Service Strategy and a balanced budget.

        ❑ Our network, cyber security and WiFi investments are providing us with
          new user transparency, business intelligence and knowledge.
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      ?
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