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Digital leadership presentation

Digital leadership presentation

Some of the lessons I've learned during my time as head of digital and a service manager

Kit C-R

June 17, 2015
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  1. Digital leadership
    Talk to service managers, June 2015
    Kit Collingwood-Richardson, @kitterati

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  2. Background
    Nearly 3 years as head of digital and a
    service manager, creating a digital
    start-up.

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  3. Background
    ● Grew OPG digital team from 2 to 45(ish)
    ● Built 2 external digital services
    ● Passed 3 service standard assessments
    ● Built an open-source case management system
    ● Put all hosting in the cloud
    ● Standardised technology stack
    ● Challenged security principles
    ● Wrote a digital strategy
    ● Turned procurement on its head
    ● Built a recruitment strategy and pipeline

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  4. Our principles
    The user is king (or queen)
    Do things small - it makes them deliverable
    Build to share
    Publish everything (unless it would compromise security)
    Embrace failure
    Be agile

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  5. What I’ve learned
    Lessons from the bleeding edge

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  6. Procurement
    When you say ‘procurement’, most
    people think you mean ‘buying
    things’.

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  7. Procurement
    Government needs to stop buying
    things.
    Instead, we should build, commission
    or rent them.

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  8. Procurement
    If we buy anything at all, it should
    be small, interoperable and flexible
    to our needs.
    The only thing we bought last year is online product
    management software licences. We can move our data out
    at any time.

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  9. Procurement
    Every time government signs a long,
    monolithic IT contract, we fail the
    taxpayer and our users.
    It generally means we don’t own or control what’s built.
    This is expensive and leads to a poor user experience.

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  10. Procurement
    If you’re spending more than £2m
    on any contract, you should
    question yourself heavily.
    Any bigger than that and you should remove a zero and
    see what you can do for that. Do things small - it makes
    them deliverable.

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  11. The team
    Team before product
    If you don’t get a small, solid team in
    before product development starts, you’
    ll have problems.

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  12. The team
    Service managers are government’s
    real digital leaders.
    We’ll only make a true digital
    government with bold, visionary
    service managers.

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  13. The team
    Bringing product owners in from
    your business improves user
    awareness and business trust.
    Find those superstars and coach them.

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  14. The team
    Make conscious decisions about
    how to fill the other team roles.

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  15. The team
    Then ruthlessly protect the team
    from external influence.
    This includes your PMO asking for what you’re planning to
    deliver over the next year.
    Clue: you shouldn’t know.
    Clue 2: most gantt charts are fairytales.

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  16. The team
    Increasing your organisation’s
    digital capability isn’t about hiring
    developers.
    Without a whole-agency approach,
    you’ll be slow to deliver.

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  17. Digital maturity

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  18. Digital maturity
    As a digital agency gets more
    experienced, its thinking should
    mature.

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  19. Digital maturity
    From project thinking….
    Defined start and end date
    Often has a PMO who drive reporting
    Led by a project manager - primary
    concerns are time and budget

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  20. Digital maturity
    ….through product thinking…..
    Something you make
    Has defined scope
    Has a defined end user
    Led by a product manager - primary
    concerns are users and shippable code

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  21. Digital maturity
    …..to service thinking
    Something you do
    Is a long-term investment, not a ‘thing’
    Has a defined end user
    Led by a service manager - primary concerns are team and
    service quality
    Encompasses all channels

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  22. In summary
    ● Be aware of the leader you are
    ● Protect your team
    ● Evolve beyond project thinking
    ● Stop buying stuff
    ● Do it small and deliver big

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  23. keep in touch
    @kitterati

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