Achieving 40% cost reduction in operations, delivering services four times faster and reducing errors by three-quarters are three benefits that governments can realise through digital reinvention. It requires governments to take a citizen-centric approach just as expectations have been raised in the commercial world with the delivery of digital platforms by Netflix, Airbnb, Uber etc that are consumer-centric.
One enabler to becoming citizen-centric is the adoption of agile organisational culture, structure and practices. But this is difficult transition for established organisations, especially government departments, to make. I recently published a TechNote outlining steps that organisations can take to become more aligned to their customers and to citizens. It summarises thinking from an IBM Academy of Technology initiative that produced an Agile Organization Guide last year to help technical leaders in our own transformation.
We have also been applying elements of that guide to assist various clients round the world in their transformation. Here are three learning points from one client whose IT department strives to better serve lines of business.
- The product centric-customer intimacy-operational excellence triad (from, “The discipline of market leaders,” Treacy and Wiersema) helped the IT department shift itself to become business rather than product centric. Four value propositions were created: 1) access IT practitioners directly; 2) be close to the business; 3) instill pace using appropriate paradigms; 4) balance strategic versus technical debt, while managing the lifecycle.
- Business driven tribes were created, two for each of these four areas. Organisational layers have been removed and the access point to IT changed from management to the practitioners in the tribes. A corresponding shift to sense and adjust servant leadership was made.
- Adoption of the scale free network approach and newly defined ‘intrapreneur’ and ‘extrapreneur’ roles help drive change. Empowering IT practitioners and equipping them the tools they need made a big impact.
The main challenge encountered has been with the group responsible for the largest applications. It has been the hardest to change, and we hope that use of strangler pattern will help.
Find out more in the IBM Academy of Technology’s TechNote by asking yourself, “How agile is your organization?”