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
Going Digital Before and after- Peter Job, CEO Intergence
What We Do
Digital Transformation Digital Analytics Managed Services
. .
3
Some of our customers
“Slow is smooth, smooth is fast”
Product innovation is very fast!!!
Business Transformation
ROI- What are we trying to achieve?
Understand your customer journey
Formulate a Digital strategy
What is it really about?
Its all about the
customerWork 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 SummaryWhat 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 £1.1MRETAIN – 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 TransformationBreakdown 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 £900kTendring 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 DCFirstly, 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 interestingBackground …..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 keyTendring’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 CommunityBusiness 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
TeamWhat 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
driversWhere 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.ANY QUESTIONS
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