Digital Transformation at the ATO: The Design Imperative
The document discusses the Australian Tax Office's (ATO) digital transformation efforts and how it can shift from managing IT systems to running the business with IT services. It explores how the ATO can evolve its capabilities from data/information to insights/intelligence. Key questions addressed include how to run as an IT service management business supported by multiple vendors, ensure optimal experience and performance of services, and add value to the business through solutions beyond just resolving incidents. The conversation focuses on exploring the "design imperative" through discussions around topics like operating models, service delivery architecture, strategic opportunities, and relationships with clients, vendors, and other government agencies.
Digital Transformation at the ATO: The Design Imperative
- 2. How do we shift from ‘service management of systems’ to ‘running the business with IT services’? Design Managers Australia (DMA) story with the ATO How might we run as an IT service management business supported by a multi-vendor environment? How do we ensure that our ‘run the business’ means the experience and performance of those services is running optimally and delivering outcomes for business owners as designed and built? How do we evolve our capabilities from ‘data and information’ to ‘insight and intelligence’? How does a technology view move towards a service view? How do we measure services are healthy, services are contemporary? Strategic Intent • Is it understood? • Does it flow through the way we work? Operating Model • Is it driving the right decisions about what we do? • Have we got the right capabilities and people in the right places? Service Delivery Architecture • Connect<>Interact<>Transact<>Complete Is this a robust methodology? • Does it support delivery? How do our strategic opportunities Transform IT Services? How do we add value to business through solutions, not just resolving incidents?
- 4. Digital is: • Changing our approach to support. • Changing our approach to sourcing. • Driving World Class Infrastructure. • Shaping production operations. Change is ever increasing, so must we evolve. That can mean one of two things: 1. How do we buy more? 2. How can we create more value for the organisation, beyond “infrastructure provisioning”? The design imperative