Digital transformation is an over-used, over-abused term. Here’s what it means to me.
In most organisations, the following strategies are barely on speaking turns, let alone fully integrated and mutually supportive:
How can you integrate the above strategies, processes and tools? By treating them as different aspects of one, overarching goal: the creation of an internal innovation community throughout your organisation.
everyone is trained and motivated to share knowledge internally and externally, supported by efficient tools and processes
The idea is to frame the above strategies, processes and tools as interconnected tactics within an overall strategic framework. This aligns them to a shared set of goals: an organisation where everyone is trained and motivated to share knowledge internally and externally, supported by efficient tools and processes for knowledge management, internal and external communications.
Having such a strategy is all very well, but noone will notice if you never implement it. You'll need to plan for unknowns, coordinate experts who have never worked together before, and integrate project and change management so that:
I’ve specialised in the intersection of internal and external communications, collaboration and knowledge management since 1995. If you need help, get in touch.
More services: start with Communication strategy.
novelty and newness of these teams has worn off... growing acceptance ... that these teams are useful tool in driving new practices ... Less clear... is whether these units can enable the deeper digital transformation... ~ two key pieces of the puzzle: ... creating common platforms to power governments services is key to digital transformation o…
GDS does have a clear function and is learning from its experiences ... struggled to demonstrate the value of flagship initiatives... or to set out key priorities.... Another criticism ... not sustained its framework of standards and guidance, with some being removed and web links broken... leave scope for interpretation and disagreement... somet…
Progress has been sporadic, but... plenty of observers wouldn’t have expected this much of GDS when it was set up in 2011... It made its mark largely because it had Maude, the senior minister in the Cabinet Office and a heavyweight in the Conservative Party, fully engaged and ready to back GDS chief Mike Bracken in inter-departmental tussles... i…
The solution is in a new method of policy making with strong similarities to the agile approach ... “Policy making will be service design, and the designing of services will be the making of policy. Ideas and their implementation will be so close together... The way the law is made will have to change.
the collapse of the digital interface of the Common Agricultural Policy (CAP) IT system... supposed to be one of its key exemplars for GDS in showcasing its "agile" approach to delivering digital technology... the system will be 40 per cent over budget at £215m and has led to disallowance penalties to the EU of up to £180m per year due to mis-paym…
The GDS was set up to improve online public services but disagreements with the top brass over its ambitions have seen four leaders abruptly resign - Why are senior staff fleeing the Government Digital Service? | Public Leaders Network | The Guardian
"This is not just about great user interface design but real end-to-end digital [services]... Some things have not been smooth, not all the exemplars have been a resounding success, however Mike took the challenge, dared to be measured and held accountable and the results have certainly been positive and to the betterment of the public purse." …
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