Think Digital - developing agile, responsive organisations | Dave Briggs | October 2014
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The document outlines key principles for developing agile and responsive organizations in a digital context. It emphasizes the need for strategy, leadership, and capability, while challenging the idea of one-size-fits-all solutions. Key recommendations include understanding user needs, starting small, fostering collaboration, and promoting openness to ensure effective digital innovation.
Think Digital - developing agile, responsive organisations | Dave Briggs | October 2014
- 2. Think Digital Developing agile, responsive organisations ! Dave Briggs
- 3. Here’s me • Email: dave@worksmarthq.com • Blog: http://da.vebrig.gs/ • Newsletter: http://daveslist.io/ • Twitter: http://twitter.com/davebriggs • LinkedIn: http://uk.linkedin.com/in/davebriggs/
- 5. What is digital? By digital we mean the delivery of information, interactions and services over the internet.
- 6. What is digital? In addition to this, it refers to the activities, behaviour and attributes that help deliver excellence in digital projects. https://flic.kr/p/hP6VzF
- 7. In other words What can government learn from… • Amazon • Google • Apple • Netflix …about the way we do our work?
- 8. 10 Think Digital ideas ! http://da.vebrig.gs/think-digital/
- 9. 1. You need strategy, leadership and capability • To get your organisation thinking digitally, you need to have all three of these things in place. • Strategy sets the direction that everyone buys into and works towards. • Leadership provides the permission, the examples and the access that people need. • Capability spreads the mindset and skills to everyone who needs them.
- 10. 2. Death of one size fits all • The days when a single solution works for everyone in every circumstance is over - if it ever existed. • Increasingly we see technology companies “unbundling” their services - breaking up single applications that deliver everything into distinct tools that do one thing well. • This is true for the services that all organisations offer. A single defined process or way of accessing a service cannot work for everyone and differentiation will be vital. • It is also true of the tools that people will use to do their work. One project management tool cannot suit every task or every person. So it’s pointless to mandate use of a single tool.
- 11. 3. User need • Before any piece of work is started, ask the question of what the user need is. In whose interest is this project? • Too often things are done because it suits the organisation and its needs, without thinking about who is really benefiting. • If your users’ needs are not being met by a piece of work, you’ll probably be better off putting that effort into something else.
- 12. 4. Should you be doing this? • Before any piece of work is started, ask the question of whether this is your, or your organisation’s, role to deliver this product or service. • Is someone else already doing it, or better placed to deliver it? • In an age of constraints, it’s important not to be spread too thinly. Don’t let pride get in the way of helping others to help you.
- 13. 5. Start small • Organisations are facing massive challenges. They are daunting in their scale and complexity. • The answer is not to tackle them in their entirety, but to break them down to the minimum viable scale. • This will enable you to work faster, cheaper and deliver quickly. It will also significantly reduce the levels of risk involved. • Think what small actions you can take that could have a big impact.
- 14. 6. Release early, release often • As Steve Jobs said, “real artists ship”. An idea is worth nothing if it doesn’t become reality. • By getting a product or service out quickly, you can learn from users whether you are doing the right thing, or where improvements can be made. • Better to know about your mistakes earlier than later. Especially if it means you need to be doing something completely different.
- 15. 7. Hire the right people • Culture comes from the people in your organisation. • No vision, or strategy, or staff engagement exercise will have the same impact on your culture as hiring the right people in the first place. • Hire for attitude, not skills or experience. Both skills and experience can be learned. Not so with attitude. • What are the attitudes we are looking for? Curiosity, willingness to learn, cooperation, openness.
- 16. 8. Manage by outcome • As well as hiring the right people, culture can be developed by the way those people are managed. • Managing by outcome means you leave you people alone to deliver by the means they choose. After all, they were appointed to do this job, so should have a good idea how to do it. • It means allowing people to work flexibly, from locations they choose, using tools that they choose. • Most importantly it means that you and your staff know and understand what their target outcomes actually are.
- 17. 9. Collaboration is key • No organisation can do everything on its own. It needs to work with others, in a grown up way. • This means being open about capability and capacity. What can you bring to the party? Do you have the resources and time to do it properly? • Many partnerships involve organisations doing what they were doing anyway, separately, then meeting up to talk about it every so often. • That’s not collaborating.
- 18. 10. Open wins • Openness is key to working in a digital environment. • Being honest and truthful with yourself, colleagues, customers and partners will save time, money and anguish in the long term. • Be open about where you are, what you are doing, what problems you are facing. Allow others to get involved and help out where they can. • The internet has a habit of routing around censorship. Don’t try and fight it, think digital and be open.
- 19. Capability at DH Leaders' Champions' Passport'
- 20. The passport Understanding what digital means to someone working here Knowledge of common digital tools and how they can help you do your job To recognise that digital applications work in predictable ways using familiar designs and to use this knowledge to experiment confidently with new systems Understanding what ‘agile’ project management is and how it helps to deliver projects and services Understanding what your users want and designing products and services to meet their needs Recognition of the importance of good content and the ability to write for maximum understanding Recognition and understanding of the value of evidence based decision making and planning Ability to recognise good quality digital work and projects from our organisation and beyond An understanding that there are different ways of keeping information properly secure Knowing where to find digital help and support in and outside the organisation
- 21. Rules for delivery • in context - learning should be delivered to people in the context in which they would be using that learning and not in classrooms • task orientated - learning must be focused on the tasks people want to complete, rather than being conceptual or so high level that it requires a lot of work to make it relevant • timely - learners need to get the skills and knowledge they need when they need it, not weeks or months in advance when most likely it will be forgotten • accessible - learning should be delivered in a way that learners can access it when they want, where they want • scalable - we need to be able to deliver learning to large groups of people
- 22. Get in touch • Email: dave@worksmarthq.com • Blog: http://da.vebrig.gs/ • Newsletter: http://daveslist.io/ • Twitter: http://twitter.com/davebriggs • LinkedIn: http://uk.linkedin.com/in/davebriggs/