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TRANSFORMATION TO DIGITAL Presented by CITI CC45 Transformation to Digital 1 © 2019 CITI Limited
TRANSFORMATION TO DIGITAL Presented by CITI © 2019 CITI Limited 2
TRANSFORMATION TO DIGITAL Presented by CITI Contents Introduction 4 Going Digital: Bringing agile to the newsroom 5 Better digital from better method... 6 Transformation to Digital: Managing Change 7 Poll results 9 Workshop outputs 11 Summary of the day 14 Where next? 16 3 © 2019 CITI Limited
TRANSFORMATION TO DIGITAL Presented by CITI
Introduction
Transition to digital is a topical theme for many businesses and organisations.
The opportunities offered by digital are driving many organisations to invest heavily in digital and
this formed the topic of CITI’s 45th Centres of Excellence networking event held at Lloyds Banking
Group offices on London Wall. In attendance were many leading organisations, both private and
public, giving rise to an interesting and informative day that looked at the changes required for
organisations to transition to a more digital operating model and secure the benefits it offers.
The day heard from Charlotte Eimer of
the BBC who outlined a digital change
programme undertaken in BBC monitoring.
Justin Watts of Lloyds Banking Group
explained the important role of the
customer in designing digital solutions
whilst Graham Jennings of CITI outlined
an approach to managing the changes
associated with a digital transformation
programme.
Complementing the presentations were
three workshops looking at different
aspects of the digital transformation
journey.
If your organisation is considering, or
has started, its change journey to a more
digital operating model then this summary
document of the ‘Transition to Digital’
networking event should provide some
valuable insights.
Steve Culy
Senior Programme Manager at Lloyds Banking Group
© 2019 CITI Limited 4
TRANSFORMATION TO DIGITAL Presented by CITI
B
Going Digital: Bringing
agile to the newsroom
Charlotte Eimer, BBC News
Charlotte presented “Bringing Agile to the Unfortunately, BBC’s analogue operating The use of Agile was important as it meant
Newsroom”. She explained how the BBC systems, restricted budgets and cynical they were able to make smaller, iterative
Monitoring service came into being during journalistic workforce meant change felt like changes towards digital journalism and
the late 1930s providing curated news “pushing a rock up a mountain”. hold “show and tell” sessions within a very
reports on what the worldwide media is inclusive environment.
The BBC Monitoring service and the change
saying.
team within it recognised that technological This compelled others to join the change
The challenges facing BBC Monitoring were; advances and evolution meant they were journey and provided quick wins for senior
its legacy technology, competitors were always trying to keep up with others and executives to realise benefits quickly,
growing and advances in technology meant that there needed to be a shift in approach which meant further funding was released.
that a wealth of information, deployed and to see “change as a social movement” All changes aligned with the business
presented in various formats was becoming whereby they convinced early adopters of objectives, strategy and vision ensuring
widely available and accessible through new change to join them in their quest to change people really bought into the change
platforms and devices. culture. journey. https://citi.co.uk/cc/45/CE
5 © 2019 CITI Limited
TRANSFORMATION TO DIGITAL Presented by CITI
Better digital from
better method...
Justin Watts, Lloyds Banking Group
Justin explained that digitalisation is achieve. Our problems have not been a value-add. The wrong use of, or
most usefully seen as an enabler. He caused by technology - they have merely discussions around IT, will compound
quoted from the Standish Report which compounded our errors. wrong thinking.
concluded that 50% of all that is delivered
Justin discussed how use of new Justin advised that it is important to:
through Agile is never used. The reason for
technology can often create work; for • find out what the real problem is
this is that the problems were never fully
example, additional communications are • use the right method for the right
understood in the first place.
required to provide clarity when initial project – using Agile may not be the
Successful transformation can only be communications and thinking were most appropriate or only approach
achieved by people, not things. unclear. and remember
• digitalisation is only an enabler!
Technology is seen as a silver bullet but Technology is often seen as a
this is to misunderstand what it can cost-reduction tool and not seen as Click to view https://citi.co.uk/cc/45/JW
© 2019 CITI Limited 6
TRANSFORMATION TO DIGITAL Presented by CITI 7 © 2019 CITI Limited
TRANSFORMATION TO DIGITAL Presented by CITI
Transformation to Digital:
Managing Change
Graham Jennings, CITI
Graham looked at the management of businesses can become too focused on organisational environment to ensure the
change associated with digitalisation. technology, placing insufficient emphasis key dimensions of a change programme
With significant benefits being offered by a on the wider business implications. - the governance, people and delivery
digital operating model many businesses aspects are fully considered, planned and
Graham stressed the importance of
are being compelled to undertake major implemented.
considering the wider changes required,
change, often at levels unprecedented for
beyond just the technology, from outset, His discussion was framed by CITI’s
the organisation.
to ensure any digital transformation Change Diamond® which ensures that the
Effective management of all aspects of the programme is successful. Managing the wider change journey from strategy to
change is critical to ensuring the desired transition to digital as a wider business operations is managed – to ensure that it is
digital operating model is achieved and, change programme requires a proven ‘wanted’, ‘happens’ and ‘sticks’. Click the
importantly, the anticipated benefits and pragmatic approach. Graham looked following link to view the full presentation
are realised. In transitioning to digital, at the significance of understanding the https://citi.co.uk/cc/45/GJ
© 2019 CITI Limited 8
TRANSFORMATION TO DIGITAL Presented by CITI
Online polls
To further inform and enhance the discussions on the day, an online poll was undertaken
to understand where the participants organisations might be on their journey towards
digitalisation and the key drivers for embarking the change.
Poll one Poll two Poll three
Which method have you recently used for music? How digital is your organisation now? What is the ‘to be’ position for your organisation
Vinyl Low innovation, low dematerialisation 59% Value for customer 38%
Cassette High innovation, high dematerialisation 22% Value for the business 27%
CD 12% Low innovation, high dematerialisation 18% Problems with existing systems 15%
Streaming 88% High innovation, low dematerialisation Dissatisfaction with processes 13%
Question 1 was designed to set cycles or are still on their journey is and extent of, the change and the value
the scene and understand each another question. But, in either case, to be gained, ahead of embarking on the
participant’s personal adoption of a further change is inevitable! journey is central to achieving a successful
digital environment. As can be seen, return on investment and change. These
Question 3 looked at the investment
significant use is being made of streaming are key drivers for the business and senior
proposition and organisational
– demonstrating how when the benefits stakeholders – if achieving these involves
motivation for embarking on their
are understood and the ‘what’s in it for fixing the problems with the current
digital transformation change journey.
me’ (WIIFM) is clear, change can be highly systems you have a core WIIFM for those
Overwhelmingly the response was
successful. So how can we replicate this in involved with the change on a day to day
‘value’, whether this was to add value to
our organisations? basis. A win – win!
the customer or value to the business
Question 2 explored the current (As-Is) (regardless of whether this might be With the opportunities of increased
positions of the participants’ organisations financial or non-financial). Internal value for the business and its customers
using the parameters of dematerialisation problems and dissatisfaction with the being offered by digitalisation and scope
and innovation, as two key characteristics status quo – although clearly critical to for organisations to progress on their
underpinning decisions for considering internal users - did not appear to be, in digital transformation journey, inevitably
digital transformations. The graph shows isolation, strong drivers for transformative there will be a significant amount
significant variability in current positions change. They also tend not to attract of management needed including,
– with some organisations perceived as the same level of senior stakeholder planning, stakeholder engagement,
being further on their journey than others. attention and interest – and consequently communications.
involve less complexity and management
Whether this indicates that some have The three workshops, detailed on the
challenges. (see figure 2)
completed their major transformations following page, considered aspects of
and are now in continuous improvement Understanding the underlying reasons for, managing change.
Figure 1 - ‘As-is’ position Figure 2 - Drivers for change Figure 3 - CITI Change Diamond®
0 1 2 3 4 5
5
Stakeholder interest
4
Innovation
3
2
1
0
Dematerialisation Drivers for change
9 © 2019 CITI Limited
TRANSFORMATION TO DIGITAL Presented by CITI © 2019 CITI Limited 10
TRANSFORMATION TO DIGITAL Presented by CITI
Workshop one
Optimising governance, people and delivery aspects of implementing change
Transitioning to digital often involves does this carry the burden of additional shared by participants. This included a
significant amounts of change and this work but more importantly carries the risk number of factors such as nurturing new
workshop explored the best way to of confusion during the translation process teams, developing new working practices,
manage that change using the organiser of which is counter to the clarity demanded blending skills from across the organisation
Governance, People and Delivery. by good governance. In view of this, such and communication and listening. In
translation can only be considered a conclusion, the workshop agreed that
Governance: The workshop reviewed the
temporary solution to the need to align building successful change teams requires
importance of governance for implementing
organisational and programme governance. considerable focus on a number of key
change successfully and concluded that
factors and cannot be taken lightly.
one of the biggest challenges often faced People: The workshop was quick
by programmes, especially those involving to unanimously assert that change Delivery: The workshop was in strong
agile approaches, is alignment with programmes are heavily reliant on their agreement that demonstrating quick wins is
organisational governance requirements. programme teams for the successful a delivery priority for change programmes.
In the absence of alignment, for example, implementation of change. It considered It builds trust with stakeholders and
programmes often resort to translating the key areas that need to be taken into strengthens their engagement, allowing the
reports so they can be recognised by account when building a change team, programme to undertake more ambitious
organisational governance bodies. Not only making use of the good practice being change as it progresses.
11 © 2019 CITI LimitedTRANSFORMATION TO DIGITAL Presented by CITI
Workshop two
Communicating digital opportunities clearly to senior executives
Senior Executives make investment benefit from implementing technology or communicating adequately with them
decisions based on the information the change. would also be crucial factors to ensure
provided to them by key programme the change and technology would be well
The general consensus was that
and project specialists. They need to received and wanted.
understanding the real problem and its
understand the problem they are solving
verification with subject matter experts A clear understanding of the business
and the benefits that will achieve by
within the business, potential end users case and benefits that should be realised,
solving those problems.
of technology and those who work with ensuring that it continues to be valid is
Effective and sustainable change can be current processes to identify and confirm pivotal for senior executives decision
supported by digitalisation but as part of significant improvements to the current making. “What’s in it for me?” is the
the solution rather than the catalyst. state is critical. Ensuring there is buy-in key question. Therefore, a variety of
from those individuals to ensure they are messaging appropriate to the various
The groups within this workshop
on board and willing to participate in the audiences will help to endorse the change
addressed how senior managers
change journey is also essential. and gain early momentum with the end
and sponsors are assured that they
user groups.
are receiving relevant and important All three groups decided that getting
information to support sound investment the message right was paramount, Communication is key! Not only for senior
decision making and that there will be a understanding the audience and sponsors but also for the wider community.
© 2019 CITI Limited 12TRANSFORMATION TO DIGITAL Presented by CITI
Workshop three
KPIs for measuring the true value of digital
The group considered how KPIs are indicators (KPIs) to lead and manage As KPIs should be actionable the group
used in relation to assessing digital their activities. Consequently companies considered how it is important to
performance. KPIs were considered from are using increasingly sophisticated understand the behaviours they drive.
two perspectives as leading indicators data-driven and analytically innovative This was considered in terms of web
which concentrate on preventive approaches to support maximising the activity, including, among others: hits
measures and future performance, and impact of their KPIs towards benefits on page, return visits, time spent on site,
lagging indicators, which refer to events realisation. beneficial outcome, highly personalised/
that have already happened. Although relevant, linking bookings (connections,
The group considered that the best
the latter are clearly easy to measure, flights, activities), increased user base,
KPI to use is one that is related directly
in terms of future performance they are wider user validation.
to your main business goal. If you
harder to improve or influence.
are eCommerce, it is revenue. If you Leading indicators can be tracked and
Technological innovation, competitive are B2B, it can be in a number of influenced actively to improve business
pressure and increasing customer different measures. A key indicator outcomes by providing early warnings
expectations mean businesses are can be viewed within the context of the for corrective actions or guidance for
rethinking how to use key performance customer preferences. positive development options.
13 © 2019 CITI LimitedTRANSFORMATION TO DIGITAL Presented by CITI
Summary of the day
CITI’s 45th CofEe Club was held at Lloyds Banking Group’s impressive offices at London Wall.
It took place on the 17th floor with fabulous views across the city providing an impressive
backdrop to the day’s activity.
Our theme was “Transformation to digital”. Successful transformation can only the whole journey from the strategic vision
While flexibility and time-to-market be achieved by people. Technology is through implementation to embedding
advantages of digital working are clear frequently seen as a panacea but, when within operations. These are invaluable
and attractive, being able to achieve these inappropriately used, it can compound to ensure that all aspects of the change,
at pace often presents its own significant a problem. Without consideration of especially the people, are considered from
change management challenges. the whole picture, new technology can the start.
create work; for example, additional
Our speakers drew on recent personal Once again, we thank Lloyds Banking
communications are required to provide
experience to illustrate a number of Group for their hospitality and for making
clarity when initial communications and
practical approaches. Legacy problems available such a wonderful venue. Our next
thinking were unclear.
(both strategic and technological) CofEe Club will take place in the Autumn
create significant barriers to effective In summary, the day explored how and will be in London. Details will be
transformation and all speakers concluded transformation to digital enabled new posted on our usual link page
that ‘people’ must be central to any vision. ways of working for customer engagement, https://www.citi.co.uk/cofee
This people-centric model best supports innovation and new operating models.
the identification of the real problem and For example, Graham discussed the use of
how, and when, technology can be used to frameworks and approaches, such as CITI’s Richard Bateman
address this. own Change Diamond®, which consider National Accounts Director
© 2019 CITI Limited 14Thank you all for attending!
CC46 UK Power Network 18th September 2019 Web Telephone email www.citi.co.uk +4 4 1908 283 600 cofee@citi.co.uk
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