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Organising for 21st-century Government
@DominicCampbellCEO @FutureGov
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3
The PanoplyAssembled for innovation
Our group allows us to:
● Scale with deep specialism
● Innovate with disciplined delivery
● Be flexible with strong structure
● Bring start-up thinking with financial stability
● Bring deep sectoral expertise with learning from other industries
We have been transforming public services for over 10 years
Adults’ Service
Children’s Service
Housing
Transport & Planning
Waste & Recycling
Revenue & Benefits
Employment & Skills
Digital Transformation
Above all, today is about upping our game and thinking
about next level change
Local government can be radical
Co-op council, Easy Barnet
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Housing Delivery Vehicles
But only ever at the edges
We move the same structures and mindsets
back and forth
Public sector delivery
Victorian welfare state (Poor Laws)
Birth of the welfare state
1834
1945
1988
Thatcherism + Compulsory Competitive Tendering
‘Third Way’ Best Value: PFI, HDVs, Co-ops, Social Enterprises
Just insourcing or something else?
Outsourced
Insourced
1997 2020
21st-Century services have changed our expectations
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Our institutions are not fit to meet 21stC
challenges nor match these expectations
We need to get out of our PRINCE 2 mindset
Projects This is foreverIn A Controlled Environment It cannot be controlled
We have to start thinking
counterintuitively
CORPORATE SERVICES FTW
Corporate services, boring as they might be for some, are where the DNA of organisations exists, sending messages out across the corporate body that determine the very essence of our councils. Procurement, project management, legal, finance, HR and technology: it’s all determined here. Yet we purely focus on fixing the arms and legs of social care, environmental services and others when we need above all to set about recoding our governance frameworks with the same enthusiasm. Releasing us from the beige weight of bureaucracy that holds us all back from true change and innovation.
WE HAVE A “DEFICIT MINDSET” FOR CORPORATE SERVICES
WE SHOULD CUT BACK OFFICE “PEN PUSHERS” TO PROTECT THE FRONT LINE!
TAKE A STEP BACK - THINK ABOUT CHARITABLE DONATIONS
Option A
£100
Option B
£100
Reduced by
Admin Costs
£90 £70
TAKE A STEP BACK - THINK ABOUT CHARITABLE DONATIONS
Option A
£100
Option B
£100
IMPACT £120 £200
Admin Costs
● Expert staff● Pre-let
contracts● Specialist
equipment● Strong
relationships● Standby
capacity
Better Charities have Higher Admin Costshttps://giving-evidence.com/2013/05/02/admin-data/
The front-line army don’t talk about Signals, Intelligence, Catering, Logistics etc as “Overheads” … they call them
FORCE MULTIPLIERS
They multiply the effectiveness of the front line, they do not subtract from it.
THE “FORCE MULTIPLIER”
Organisation design matters
We can’t bring radical change to the services we deliver without bringing radical change to the organisations that deliver them.
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Designing for change
Organisations
Products &Technology
Services
Sleek ProductRadically Different ServiceUnsexy but Important
What is organisation design?
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Product design is the design of products
Service design is the design of services
Organisation design is the design of organisations
It’s not just about...
Big culture change
programmes
Leadership development and
training
Tweaking the “as-is”
organisation
Think organising models,
not operating model
Exploring organising principles
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User-driven Stakeholders-driven
Production/ partner/ supplier driven Mission-driven
Finance-driven Policy-driven
Asking what are we organising our people and effort around?
Organisation as a metaphor
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The 8 metaphors of organisation from Gareth Morgan’s images of Organisation
MachineAn organisation is a series of connected parts
arranged in a logical order to produce repeatable output.
OrganismAn organisation is a collective response to its
environment and, to survive, must adapt as the environment changes.
BrainAn organisation is a set of functions designed to
process information and learn over time.
Cultural SystemAn organisation is a mini-society, with its own culture
and subcultures defined by their values, norms, beliefs, and rituals.
Political SystemAn organisation is a game of gaining, influencing,
and coordinating power.
Psychic PrisonAn organisation is a collection of myths and stories that restrict people’s thoughts, ideas, and actions.
Instrument of Domination
An organisation is a means to impose one’s will on others and exploit resources for personal gains.
Flux and transformation
An organisation is an ever-changing system indivisible from its environment.
Instead of one singular future, exploring the where you’d like to be
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Fixed Fluid
Output oriented
Command & control
Rigid structures
Risk avoidance
Suppressed authority
Deep expertise
Homogeneity
Mission driven
Responsive
Loose structure
Experimentation
Distributed authority
Broad wisdom
Diversity
There is a spectrum of possible organisation
Most organisations were never designed for the internet
Applying the culture, processes, business models & technologies of the internet era to respond to people’s raised expectations.
Tom Loosemore @tomskitomski
Blockbuster VS Netflix
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The internet is disrupting the market
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AirbnbHilton
AmazonBooths
NetflixBlockbuster
Being disrupted by...
and now moving into and reinventing real world delivery
Amazon
Netflix
Airbnb
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Hilton
Booths
Blockbuster
house building
shopping experiences
film making
Moving outwards and backwards into...
The journey towards becoming a digitally mature organisation
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Rent arrears
Homelessness policy
Temporary accommodation
Homes England
Deliver a solution
Service Design
Organisational Transformation
Deliver change across the sector
Homes England:taking a 21st Century approach to the housing crisis
We have a housing crisis in England
To deliver a housing sector fit for the 21st Century, Homes England must be seen to lead by example.
“Be radical in changing how an organisation works; be incremental in changing what it delivers.”
Mike Bracken
Digital driven change
Change Programme
Wider Homes England
Who do we want to aspire to be?
Becoming a housing marketplace:Land + Resources = Homes
Becoming a service- oriented organisation
Get funding
Find and Buy land
Find projectpartners
Access housing sector data
Understand the community
Plan and manageYour projects
Effectively deliver home ownership products, providing an industry standard service to consumers
Unlock public and private land where the market will not, to get more homes built where they are
needed
Ensure a range of investment products are available to support house building and infrastructure, including more affordable housing
and homes for rent, where the market is not acting
Improve construction productivity
Create a more resilient and competitive market by supporting smaller builders
and new entrants, and promoting better design and higher quality homes
Offer expert support for priority locations, helping to create and
deliver more ambitious plans to get more homes built
Objectives:
We’re the government’s housing accelerator. We have the appetite, influence, expertise and resources to drive positive market change. By releasing more land to developers who want to make a difference, we’re making possible the new homes England needs, helping to improve neighbourhoods and grow communities.
Vision
Our vision is to be a platform for landholders, developers, local authorities and others to work with each other and ourselves.
We want to become a marketplace for would-be house builders, connecting them with land and resources.
As an organisation it is vital that we continue to embrace technological innovation and adapt to the changing needs of our partners and the market.
Homes England Vision
Transforming the organisation
Finance full go-live
Full discovery for HR, Legal, Risk & Finance
Pilot of end-to-end case system for op model
Opportunity pipeline deployed
Revise priority MI and data governance on new MI platform
Target state case, customer and document mgmt platform
All teams migrated to end-to-end platform, Op Model Implemented
Fully implemented pipeline and project explorer
HTB servicing and operations
All capabilities transferred into fully operational digital
team
Enterprise wide, consistent MI reporting on new platform
Live implementation of end to end case system
HR, Legal, Procurement, Risk & PrioritisedFinance use cases
Fully functional platform transferred into operations
Year 1
Year 2
Year 3
New Help to Buy sales portal, Help to Buy Servicing Discovery done
But what about that thing you were saying about radically transformed
organisations?
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“Our organizations must be models of the world we want to build.”
Umair Haque
We’re experimenting on ourselves so we can better help councils organise to solve big challenges
What is FGX?
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CX EX
FGX
Competitive advantage
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“If Nike announced that they were opening a hotel, you’d have a good guess what it would be like. If Hyatt said that they were going to start making shoes, you would have NO IDEA WHATSOEVER what those shoes would be like. Because Nike owns a brand and Hyatt owns real estate...”
Seth Godin
“Can we make FG the Nike lifestyle business of government
transformation pls?” Dominic Campbell
… energising… bold … positively different… confidently incomplete… valuable
Working with FutureGov as a client, partner or employee feels ...
Elsewhere...
We can’t bring radical change to the services we deliver without bringing radical change to the organisations that deliver them.
“There is not a single key technology behind the iPhone that has not been
State-funded.” Mariana Mazzucuto
Where is the next SpaceX for public services? How can we delivery truly 21st Century
Government?
Thank you
Gavin JonesChief ExecutiveEssex County Council
@GibsonGav
Joanna KillianChief ExecutiveSurrey County Council
@SurreyChiefExec
Dominic Campbell @dominiccampbell Chief Executive FutureGov
Joanna Killian @SurreyChiefExecChief ExecutiveSurrey County Council
Gavin Jones @GibsonGavChief Executive Essex County Council