Gone are the days of wandering round a building trying to find the meeting room your next meeting is meant to be in. Now a days, in the new world of working from home and virtual meetings I seem to be wandering round the internet trying to find my next virtual meeting host.
I’ve had to download a load of new software/ sign up for new accounts etc; and have already (just the once thankfully) gotten lost and sat in the wrong virtual meeting space wondering why no-one else has turned up.
The art of remote working isn’t new to me (in the old world I worked at home 2-3 days a week anyway) but as everyone moves to this new way of working; I’ve gained a lot more meetings and workshops; and skipping between meeting spaces is a new challenge, and one I suspect i’m not alone in facing.
So here are some top tips I’ve learnt so far:
Make sure meetings are 45 mins out of an hour; this leaves people 15 mins between meetings to stand up, move around, get a cuppa etc, before they load up their next meeting.
Make sure the meeting location is highlighted in the location, and again in the meeting text. I’ve spotted in a few meeting invites (possibly because we use G-suite) that hangouts seems to be in there, even when the meeting is actually on Zoom etc.
Check when setting up a meeting that everyone can access that meeting space (I can’t access Skype as we don’t use Microsoft) and ensure you’re highlighting the dial in option for those that need it.
As individuals taking ownership of our calendars and blocking out time when we are free for calls, or need to do something else* and aren’t available for meetings, to ensure we are not constantly running from one meeting to another with no time to ‘do stuff’
And as meeting organisers we should enable and encourage people to dip out of meetings when they get a phone call they have to take or need to do something else*, and come back when they can!
Don’t be afraid to recognise when you aren’t adding value to a meeting, or when you can add more value elsewhere and allow yourself to leave meetings you don’t have to be in; and as meeting organisers we should be calling our and encouraging people to do just that.
*Especially with more people having children at home, or others in the house also working from home.
The main takeaway for me is that it’s much easier when working from home to just sit at your desk all day; as I no longer have the onus on me to walk to my next meeting; or pop over to a colleagues desk for a chat; so I need the time between meetings to move around and stretch if nothing else. Secondly I’m more likely to leave a virtual meeting open even when I have other work to do and I can’t give it my full attention, as it’s just another screen; whereas before I was much better at being careful and prioritising my time when I had to be in the room physically; a bad habit and one I ( and others) need to make sure we’re not falling afoul of.
The world is changing and we need to change our working habits to stay healthy and productive. We can’t just make everything virtual, we need to adapt our working practices to make virtual work for us. Who knows if, or when, we will ever return to our old meeting rooms!
In a previous blog I discussed the importance of understanding the value you are trying to add, and how you measure cost vs vale. How we measure value and ensure we are delivering a valuable return on investment is one of the ‘big’ questions at the moment, that never seems to go away.
Scott Colfer has equally blogged before on the complexity of measuring value when there is no profit to measure against. When working in the public sector it’s not an easy problem to solve. There is a lot of conversations about making sure we don’t waste public money, but how do we actually make sure public money is being spent in a valuable way?
The first principle of the Agile Manifesto is “Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.” But what is valuable?
At a kick off session this week, for a new project we’re shortly going to begin, a client said one of their hopes was that all code deployed would work first time; and someone else stated that they ‘didn’t want rework’. When we broke these thoughts down to understand where these fears were coming from, it was the need to add value and not waste money; which itself was coming from previous issues caused by a long time to deploy, and the cost to make changes.
There was equally the fear that by swapping out suppliers mid project we (as the new supplier) would want to redesign and rework everything to make it our own; which would slow down delivery and drive up cost even more.
There is obviously no value for anyone in doing that. The value comes by having a short feedback loop, co-designing and constantly testing, learning and iterating, working together in short weekly or fortnightly sprints, to get things delivered. Making sure there is little time as possible between designing something, to getting it tested and used by real users; ensuring it meets their needs as quickly as possible.
Through examining what has been delivered already against the user needs and the outcomes the organisation is looking to achieve; by identifying gaps and pain-points we reduce waste; and by prioritising the areas where improvements can be made we ensure that reworking only happens when there is actual value in doing so.
At a talk this week I was asked how we prioritise the work that needs doing and ensure that we do deliver. The important thing is to deliver something, but ideally not just any old thing, we want to ideally be delivering the right thing. Sometimes we won’t know what that is, and it’s only by doing something that we can establish whether that was the right thing or not. But that’s why short feedback loops are important. Checking back regularly, iterating and testing frequently, allows you too recognise when there is value in carrying on vs. value in stoping and doing something different.
When I’m trying to decide where the value is, and where is the best place to start, I consider things like:
Why are we doing this?
Why are we doing it now?
What happens if we don’t do this now?
Who will this affect?
How many people will it impact?
How long could this take?
Any indicative costs?
Any key milestones/ deadlines?
Any critical dependancies that could affect our ability to deliver?
Will this help us deliver our strategy? Or is it a tactical fix?
Once we have started work, it’s important to agree measure of success (be they financial, reducing time, staffing numbers; or things like improved uptake or a better customer experience) and keep measuring what is being delivered against those targets.
At Difrent a key part of the value we add is about the people, not just the technology or processes; there is value in us working in the open, by being transparent; running lunch and learn sessions or talks; blogging or speaking at events etc. we can add wider value outside of a specific project or service.
When we are considering what adds value, the other thing it’s important to consider is the culture we are delivering in. Are there communities of practice in place already, any design patterns we should be adhering too? There is value in building in consistency, as this helps us ensure we are delivering quality.
There are many different ways to determine what adds value, and many different kinds of value, but the importance is by focusing on making positive improvements, and by constantly learning from mistakes and ensuring they don’t get repeated so no time is wasted and real value can be delivered.
No, don’t worry, I’ve not passed on and started speaking from beyond the grave; but given I’m now 3 months into my role at Difrent I thought it might be worth reflecting on how I’ve found things on the other side of the commercial table so to speak.
In the first 3 months I’ve worked with our teams, been in multiple contract meetings, client meetings, negotiations, done my first ever bid presentation and helped win my first piece of work for the organisation.
In the 15 years I spent in the public sector I have done my fair share of time working alongside procurement, drafting Pre-Qualification Questionnaires and Invitation to Tenders as part of a commercial team, or assessing bid responses and pitch’s as a programme lead. But if I’m honest in all that time I never considered the work that suppliers put into their Tender responses; the effort different commercial frameworks might require nor how companies pick and choose which work to bid for.
It’s been fascinating within the Difrent SLT talking about the kind of work we want to be bidding for, assessing what work aligned with our #TechForGood goals and values. It’s also really been reassuring to be involved in conversations where we have decided not to bid on work that doesn’t align with the company values.
One of the things I’ve quickly had to get my head around is the complexities of the Digital Marketplace and the ins and outs of the different commercial frameworks, be that G-Cloud, DoS or PSR. If I’m honest I’d never really got my head around the pros and cons of the different frameworks before taking this role, it was always one of those things I simply had to approve before.
While I have previously managed projects and programmes, and managed the suppliers working with us to deliver the work; it was equally never a thing I massively had to dwell on, beyond the question of ‘are they delivering what we need or not?’
In the last three months I’ve really gotten to understand the amount of work that has to be put in to make sure they answer to that question is ‘yes’.
One of the trickiest aspects to that relationship is making sure as a partner we are providing the right amount of rigour, challenge and reassurance so that our clients feel assured that we are doing the right things in the right way to deliver the outcomes they are looking for. Balancing the need to challenge and ask why to ensure the work we are doing is right, with the need to keep the client happy, engaged and onside. Not the easiest thing to do, but definitely vitally important in order to ensure value is actually delivered.
As a supplier I now realise how tricky it is to walk the tightrope of helping the client deliver the right thing, when this might mean a scope change that means more time or people (ie. more money) vs. wanting to ensure you deliver on time and within budget.
As a Product Person, I have always spoken about the importance of prioritisation and focusing on the problem the organisation was trying to solve. I used to find it incredibly frustration trying to get suppliers to understand and deliver what we needed, not just doing the work, but helping us do the work right. I was involved in multiple conversations across government about good suppliers vs. bad. Those that actually challenged us to do the right thing, and those that just delivered ‘what it said on the tin’ without helping check the label on the tin was right.
Now working on the other side of the table, I am doubly as determined to make sure we are delivering both the challenge and the outcomes our clients are looking for, to help deliver truly meaningful products and services and add real value to our clients and their users.
Yesterday Dominic Cummings, the PM’s senior aid, wrote in his blog about the need for number 10 to hire assorted super talented weirdos, unusual software developers, fantastic communicators and great project mangers (amongst other things).
This clarion call for change in the public sector followed up from his previous statements about the need for change in the civil service. Whether you agree with his politics or not, or even agree 100% with his message about the civil service; many of his points do ring true; and the need for a radical reform in the culture, methods and leadership of the civil service has been the focus behind #OneTeamGov for years now.
Having worked in the public sector for 15 years I can recognise that Mr Cummings is right when he says that the civil service is full of “people that care, they try hard” and that, at least in the start of my career it very much felt like “The people who are promoted tend to be the people who protect the system and don’t rock the boat.”
However, I don’t think that is 100% true anymore, certainly not in some areas. The growth of Digital within government departments has certainly led to more of the ‘weirdos’ Mr Cummings mentions finding homes (at least temporarily) within Digital, and more of the radical thinkers and champions for change getting promoted and having successful careers.
However, in the last 18 months, many of my peers have, like myself, left the civil service and moved agency side into the private sector; so why is that? Is it because, as Mr Cummings states The Public sector “ruthlessly weeds out people who are dissenters, who are maverick and who have a different point of view.”
There certainly seems to be a ‘ceiling’, at which point all the change agitators and ‘new wave’ of civil service leaders leave. These people tend to reach Deputy Director and then, as I did, decided that it’s time to look outside the civil service for their next role.
However when you look around, none of us have gone very far, few have been lost to the likes of Apple; Vodaphone or HSBC. Instead we’ve all moved to the likes of Difrent, FutureGov or ThoughtWorks. For me this shows that these people still care passionately about the public sector and what it is trying to deliver, but that the red tape and restraints that bound us in the civil service were becoming too much.
For myself, Difrent gives me the chance to work somewhere that still allows me to make a valuable different, to work on the problems that effect society and to deliver change at scale and pace (which was hard to do within the public sector). Everyone I’ve spoken to, who has made similar moves, says similar; but we all agree we would return to the Civil Service, and indeed many like myself are planning to, but for now they needed a change and a change to truly deliver.
I personally don’t think this is a bad thing, gaining experience outside of the civil service can help us all grow, open us up to new ideas and ways of working, help us to become better leaders. However, the number of people who have made this move this year is interesting; especially on the back of the #OneTeamGov conversations.
While Mr Cummings states that “People in SW1 talk a lot about ‘diversity’ but they rarely mean ‘true cognitive diversity’. They are usually babbling about ‘gender identity diversity blah blah’.” Personally, I believe that it is different life experiences that bring different perspectives; however I do whole heartedly agree with Mr Cummings when he calls for “genuine cognitive diversity” within the public sector.
I think this is especially needed within the Senior Civil Service. As Kit Collingwood wrote a few years ago regarding the need for Civil Servants to become experts on empathy “we must be able to understand and accurately predict how policy will affect people’s behaviour. We must be able to understand other humans’ motivation to change, to walk in their shoes.”
Making decisions on homelessness and poverty is very hard when no one in the team or the leadership has ever had to make their limited food supply feed a family for over a week. We also need to be able to understand the links between poverty, health and crime. There are so many different factors at play when trying to write a policy on reducing knife prevention, that if you have a policy team who all look and sound alike, you will never be able to understand or deliver the changes society needs.
The Civil Service has recognised for years that it has struggled with recruiting a diverse workforce, and looking at how it recruits and the messages it is putting out there, as well as the culture that potentially puts candidates with some back grounds off is definitely key. Even within Digital, recruitment could still feel siloed and closed off to some people. I’ve blogged before about problems with role names and job descriptions putting off people who could very likely do the job just because they didn’t 100% match with the job description or found the process to apply off putting. The problem is we often make assumptions about the kind of people we are looking to hire that put off people we may never have considered.
Mr Cummings states that “I don’t really know what I’m looking for but I want people around No10 to be on the lookout for such people.” For me this open approach (wether you agree with the actual method or not) seems like a good way to try and reach the ‘cognitive diversity’ we need within the Public Sector to deliver the radical change we need.
I believe a lot of the people Mr Cummings is looking for are around; either already within the public sector, working alongside it, or trying to get inside but struggling to find their way in.
I think we do need to think outside the box when it comes to recruitment, however it’s not just about recruiting the right people. We need to change the culture within the Public Sector to take on the lessons we have learned within Digital about User Centric design and the positive impact of multidisciplinary teams and reflect on how we can bring ‘cognitive diversity’ into the whole of the public sector. It requires a culture that invests in those people, their development and that allows them to successfully deliver. To change the system, you have to build a culture that enables the system to change.
One of the most universal truths is that if you don’t talk about what you are doing, how will people know?
Everyone leads busy lives, we live in our own bubbles, and while we do generally try and be good humans and notice and recognise other people doing good things, it’s not always that easy to do.
That’s why I personally find things like twitter, reading Blogs and attending networking events or conferences useful, they give me a change to see what else is happening out there, who is doing what good things; they are opportunities to connect and share.
However that is predicated on the basic foundation of having things to share. One of the things I’ve found, upon joining Difrent, is that we are not that great on sharing the great stuff we are doing. Which is a shame, as we are doing some really great stuff!
Thankfully Rach and I are on the same page (perhaps unsurprisingly given we are both rather massive extraverts) so we’ve been having some good conversations within the SLT on what more we can do to develop better content and support our teams and people to be more confident in sharing what they are doing.
Last week we had @RachelleMoose from Strange Digital come in and deliver a two day workshop for us on content strategy, focusing on how we could use video better to tell Difrent’s story.
While I’ve always found the projects and culture video’s we developed at DWP Digital to be great, I’d never actually researched or seen any of the stats on why video is a good medium for sharing content from a business point of view. I knew I liked them, but I didn’t understand why there were useful! But the workshop taught me things like: videos generate 135% more traffic to a site than static content alone; and that 92% of people who watch a video on mobile devices, go on to share that video with others.
It was especially interesting from an accessibility angle, to consider how we make sure our content as accessible to everyone, not simply in terms of sticking subtitles on all our videos, but things like understanding that audio needs to be understood and edited to ensure it doesn’t clash with anyone speaking and how different formats work etc. For example, more than 85% of social videos are watched without sound, which helps explain why Closed Captions and Titles on videos are important.
I found the workshop a really good session to do as a Senior Leadership team, it really made us think about what messages we wanted to put out there, what we felt was the right way to tell our story and who we are as a company.
We also did some competitor analysis to see what other content is out there; what messages resonated with us, and what didn’t; as well as discussing the formats we liked as a group etc. I got to put post it notes on a wall, which is always the sign of a good day for me.
What I found especially beneficial, being new to the company, was asking some of our staff their thoughts on our culture and what they would like to see in the videos. Within Difrent we pride ourselves on encouraging and enabling everyone to be themselves and able to bring their whole selves to work; hearing from people how they felt Difrent embodies that was really encouraging.
I’m really looking forward to seeing the output of the videos once they are made, and really think they will help us within Difrent work in the open better, talk about our amazing people and show the great work we are delivering.
Last month I started with Difrent, my first job in the Private sector after 15 years in the public sector, which felt very much like a change of scenery and a new start, whilst also being a familiar continuation of what I know.
So at the end of my first month I thought it would be worth reflecting on what I’ve learnt and done so far.
First things first, still lots of meetings! In the last month I’ve been in lots of conversations and meetings about our contracts (which is one of the reasons I took this job, to get that experience, so I’m not complaining!) but what I hadn’t realised, from the public sector client side point of view, is the amount of effort and time that is put into contract bids etc. It’s been fascinating to see and experience the hustle and bustle of getting a bid together, ensuring you have the team you’ll need, getting your evidence together, to then just wait and hear whether you have got the work. It’s like constantly doing job applications!
Secondly, the people, lots of the folks at Difrent I had come across (generally on Twitter) before, so I knew of them but hadn’t had the chance to work with them. Part of my role at Difrent is to ensure that we have the agreed standards and principles for our ways of working to ensure we can deliver the right things in the right way for our clients. I’ve spent the last few weeks getting to know the people within Difrent, and the clients we are working with.
What’s been interesting for me has been the culture that comes with a company moving from start up to scale up. Within the Public Sector I’ve only ever worked in organisations that are 4.5K plus. Working somewhere with under 100 people is very different. The infrastructure and organisational governance that comes with working for a huge well established organisation isn’t necessarily there, but nor is that necessarily a bad thing!
In the old work, conversations like office locations, or what our Target Operating model should be would take months if not years; with unions consulted, multiple consultations with staff forums and people groups etc. Within Difrent it’s much easier to have conversations with all our staff, be that in TownHalls or just on our Slack channel. The conversations themselves are similar, but how we have them, who gets to be involved, and how quickly we can get things done is definitely different.
The work, so far most of the team’s I’ve been working with have been working on projects within the Public sector, so the environment for me has been very familiar. The other thing that’s familiar is the conversations we are having, about KPI’s and measures. The need to understand what we are trying to deliver and ensure that we can measure our success in delivering it, not just be ticking off story points, but ensuring we are delivering value for both our customers and their users is key.
For the next few months my focus will be on working with our clients helping them shape and deliver the vision’s they have set. Measuring the value we are adding to them, and the value the products and services we are delivering are adding value to their users. Ensuring we have the right resources for our teams based on what the needs of our clients are, and that we as an organisation are supporting our people the best way we can.
These things have always been important to me, and always been key parts of my roles. So it seems whether it’s the public sector or private sector, French Critic Alphonse Karr was right in some ways….
And you know what, I am glad about that. If everything were radically different I might be worried that either the public or private sector was doing it wrong. But the fact is the common problems are very similar, it’s just how we approach solving them that might be different; and having a different perspective to how you solve problems is important, as it means you’re considering all the options there are and hopefully avoiding making the same mistakes over and over.
Last week I started working for @BeDifrent, a business transformation agency working with both Public and Private sector clients to help them deliver #TechForGood.
This is a massive change for me, I spent almost 15 years in the Public Sector, I always said I was a public servant for life, and in my heart I am, when people have asked me this week what I do it’s been very odd to not reply “I work in the public sector”.
But the thing is, I still am, Difrent’s clients are predominantly public sector at the moment (at least the ones I’ve been dealing with in my first two weeks). The challenges our clients are facing are so similar to those I’m used to facing, but the opportunities are so much bigger.
At my interview I got asked why I was interested in this role, and my answer was very honest and in two parts.
One, for my career development. I’ve spent three years working at Deputy Director level as a Head of Product in the Public Sector, and I loved my role. Product and Service design are things that I am passionate about, and designing and delivering services to users that really matter, that improve things for them, is the thing that drives me.
But I’d also realised what I did was wider than the label “Head of Product” really allowed for. So much of my effort and time was on the cultural and organisational changes organisations needed to make to enable them to deliver and change into a Product and User led organisation.
Which is what led me to consider Difrent. When I saw the job advertised I did my homework on the company and the people. Who were they? What made Difrent different? Why did they care?
My mentor for years had been recommending I consider doing a stint outside of the public sector to gain experience from the other-side of the table, but the thought had always made me twitch, but what I saw from Difrent’s information, from reading up on the amazing Rachel Murphy and from talking to colleagues who had made the jump into the dark side to both Difrent and other like minded agencies recently made me feel that maybe this was the time to take that leap into the dark.
My focus will be on working with our clients to ensure we can deliver. Supporting our teams and building our capability to ensure we keep doing the right things in the right ways.
So yes, not only will this give me experience on the other side of the contracting table, and the opportunity to see how the other side live. But the public sector still need us suppliers, there will always be short term projects and pieces of work that it makes sense to use suppliers to help with rather than massively increase their headcount’s, and more importantly (for me) we have more flexibility sometimes, the chance to quickly bring in different perspectives and points of view.
Difrent describe themselves as being activists for change and doing the right thing. They are passionate about delivering things that matter, and only working with clients who meet their #TechForGood ethos.
And for me that is Difrent’s main attraction, they want to help bring about that change, to ensure we are delivering the right things in the right way for the right reasons. Advocating and agitating for that change and real transformation.
As someone who talks a lot about finding their tribe, I look around the company and see a lot of great people passionate about delivering real change. It was especially great to see and hear the diversity and inclusion stats for the company being proudly discussed at events. One of the things that attracted me to Difrent is how much they talk about their people, and how important their people are to them, it feels like a real community of people who care. As stated by Dan Leakey, what ever our makeup, Difrent are 100% awesome.
And while it’s only midway through week two, what I’ve seen so far has already made me feel like the dark side is full of bright lights. I’ve spent time in both Newcastle and Blackpool with some of our delivery teams, getting to understand the outcomes we are trying to deliver and why, and how we can best support our clients to meet their user’s needs.
So while I do intend to return to the public sector in the future with lots of new great experience under my belt, for now I feel like the message is “welcome to the dark side, we’re not all bad.”
I regularly talk to organisations about why having vision and mission statements are important. Over the years I’ve seen many good examples and some bad ones too, both inside and outside the public sector.
They often seems to be overlooked when deciding to transform an organisation, instead companies tend to focus on their Target Operating Model or individual delivery of products. While delivery of the Products is important, because as Tom Loosemore says the ‘Strategy is delivery’ after all; and a Target Operating Model ads value; without a clear Vision and Mission statement the teams involved in delivery can find it hard to focus on what they are aiming for (the vision), and how they are aiming to achieve that goal (the mission statement).
There’s been a few good blogs written about Mission statements, these blogs by Mel Cannon, Ben Holliday and Rachel Woods highlight how a good mission statement can help a company deliver, by helping them focus on ‘how’ they will achieve their aims. But there is little value in understanding ‘how’ you will seek to deliver a goal, without understanding ‘what’ you want to deliver. As such, today I want to focus on Vision’s, what makes a good one and why they are important.
So why is having a Vision important?
As Ben Holliday said in his blog a good Vision sets out “What we want to achieve. Setting out an ideal future state eg. what will the council of the future and local services look like?” It is the future state we are striving for. It is what our staff know to aim for, the thing that gives us focus; especially in the public sector it is where we will end up if we’ve managed to deliver our strategy. The reason a Vision is important s that it helps us plan our future. It sets the agenda, the goal.
As good summary from lifehack.com states the question you should be asking when developing your vision is “If you were to take a photo of your future business now, what would it look like? What do you want your business to be recognized for one day?” This could be as simple as being the best, fastest, most well known or trusted provider of your product and service.
What makes a good Vision?
There are different theories on this, this blog from Projectmanager.com states that the best vision statements are concise, clear and future orientated (amongst other things).
Whilst changefactor.com states here that a good vision statement should be unique and evoke emotion, it should say “something about us, our organisation, our operating environment, our dream. When we read it, it should tell us where we are going. We should not be able to substitute our vision statement for other organisations inside and outside our industry.”
I agree with all of that, but the thing missing for me is that they need to be based on your user’s needs, to evoke emotion, you are making assumptions about the needs of your customers and how your organisations will be meeting those needs.
If you look at some of the big name vision statement’s out there you can see how they have tried to follow the above guidelines.
Disney: “to be one of the world’s leading producers and providers of entertainment and information.”
Oxfam: “Our vision is a just world without poverty. We want a world where people are valued and treated equally, enjoy their rights as full citizens, and can influence decisions affecting their lives.”
Ikea: to create a better everyday life for the many people – for customers, but also for our co-workers and the people who work at our suppliers.
Personally, Disney’s vision seems to lack emotion to me, but it is definitely clear and concise. Both Oxfam and Ikea’s vision’s evoke more emotion, but I think it could be argued that Ikea’s vision is not unique to them. It would be easy to mistake Ikea’s vision for that of other companies. Of the three Vision’s above, I personally find Oxfam’s the best in that it is unique to them, evokes emotion and sets out their clear intent.
The thing that interests me is that for many companies, their vision is words. But I actually really like visual vision’s, I’ve always found them easier to get people to buy into, and for organisations staff to understand their place and the value they are adding.
The above vision developed by @DWPDigtial showed how the Department would be organised in the future, with their guiding principles clearly stated. It was developed back in 2017 and showed how the different elements of the organisation would work together to deliver it’s services. While the vision was definitely unique to DWP; it was not concise, or even very clear and easy to understand. You could argue that this was actually their Target Operating Model rather than a Vision, given it doesn’t meet the criteria above of being clear and concise, but it does show clearly where the Department was going.
Another great example is this one by @CCS, which is both clear and simple in it’s statement, and in how it is visualised.
As the Crown Commercial Service is responsible for:
managing the procurement of common goods and services, so public sector organisations with similar needs achieve value by buying as a single customer;
increasing savings for the taxpayer by centralising buying requirements for common goods and services and bringing together smaller projects;
leading on procurement policy on behalf of the UK government increasing savings for the taxpayer by centralising buying requirements for common goods and services and bringing together smaller projects;
It’s Vision to be the “Go – To provider form Common Goods and services” makes sense. It is concise and clear, and specific to their organisation.
The benefit of both of these vision’s is that they help the viewer to ‘see’ how the organisations intend to transform and develop themselves.
Knowing where you are going is important:
No matter what format you go for, when developing a Vision it’s important to remember that it should be unique to your organisation, clear, concise and easy to understand, and that it helps your users, staff and stakeholders understand what the organisations aims are, where the organisation is heading and why.
But the most important thing to remember is that your Vison is not a static thing. You should constantly be revisiting it and checking that it is still valid and innovative. That it still drives your organisation forward and represents your users needs and where you want your company to be in the future.
Discussing the differences between Product Management in the Private and Public sector.
There has always been a perceived difference in how Product Managers in the public and private sector work, what their priorities are and their key focuses.
Historically at its most simplistic the view has been that within the Public sector the Product Manager focuses on what user’s need. Whereas Product Managers in the private sector focus on what users want.
Interestingly as more organisations in the Private Sector adopt the user centric design principles championed by Government Digital services and public sector organisations the difference in the role between the Private and public sectors decreases. Within the public sector we do indeed focus on user’s needs, however we do have to consider their wants as well if we want to create services our users will enjoy using.
Equally while Product Managers in the Private Sector will focus more on want’s, as that is where their revenue is likely to be, and what will give them the edge in the market. But they will also consider need’s, because when developing a service for users, it’s important to understand whether users wants and needs are polar opposites to ensure your not setting your scope too small or your costs too high. As such, while this difference between need and want is possibly still the best way to separate the roles, they are not as different as they once were.
No matter what sector they work in, be that private sector or Public, Product Managers are still there to ‘represent’ the end user and their needs/wants, within the Public sector the Product Manager is more likely to work with a user researcher who will help them understand those needs, and there will be more of a focus on user research to ensure the users are properly understood and represented, but at their core the Product Manager is still there to ensure those needs are met in the best possible way.
They are also responsible for understanding the opportunities and gaps within the market place, looking for opportunities to fill a need that is missing; for developing their Product strategy and roadmap and setting the scope for their Product to meet the needs or target the gaps they have identified.
So, perhaps the other key difference between the Private and Public sector Product Managers, is cost revenue. Within the Private Sector, the Product Manager is responsible for ensuring the Product or Service they are developing will fit within the Business Model, they manage the profit and loss for their Products, and the development of the business development strategy. They will quantify the return on investment predominantly through revenue return. They will be examining the market place to understand what similar products are out there, and their costs to users to use; Once they have a rough idea on how much they can make they can determine their ROI is based on how much it will cost to develop vs. how much profit are they likely to make from users once the Product or service is live.
Within the Public sector there is not the same onus on cost revenue. Departments are funded by the treasury, very few agencies or bodies generate their own revenue, and while there are some, they are not looking to create a profit in the same way the private sector is.
Instead the return on investment we are considering in the Public sector is about value to the public purse. Is there value in spending public money on developing this product or service? We do this by examining how much is currently spent on running any existing services; how much is ‘lost’ through waste or inefficiencies; how much can be saved by introducing service improvements or a new service for users and how much will it likely cost to develop? If the savings out way the spend, then there is likely value in us using public money to develop this.
This approach to determining value is the difference between the public and private sector product managers, but also shows how similar the roles actually are. Product Managers, no matter what sector they are in, care about their users and developing products and services for them. They look to the market to understand opportunities; they work to develop their Product strategy and to quantify the available Return on Investment.
I think we need to put to bed this idea that the Private sector solely puts revenue over users, and that the Public sector doesn’t care about costs. Both Private sector and Public sector Product Managers have a lot they can learn from each other, and we should be looking for more opportunities to join up and share our experiences and knowledge.
I believe both Private sector and Public sector Product Managers have a lot they can learn from each other, and we should be looking for more opportunities to join up and share our experiences and knowledge. I think we need to put to bed this idea that the Private sector solely puts revenue over users, and that the Public sector doesn’t care about costs.
When it’s not about user needs or human centric design, but instead about fixing technological infrastructure.
When it’s not about transforming the service but keeping the lights on systems.
When it’s not about asking “why?”, because you already know the solution you want.
As Tom Loosemore said, Digital is applying the culture, practices, processes & technologies of the Internet-era to respond to people’s raised expectations.
There are lots of conversations online about being digital, not doing digital. Digital is not a process, it is a cultural mind-set.
It is a way of asking questions and prioritising needs. It’s about delivering value and designing services that meet user needs and expectations.
Now and then you can still see organisations that use Digital as a label when they mean technology or IT.
However, those things are not interchangeable. The culture and mindset of of the teams of the teams, and the organisations itself, is very different.
In organisations that use digital as a label but are not embracing what it means to be digital you will still see a separation between change or transformation and digital. They will still have siloed ways of working.
The business will still separate the programme funding, governance and strategy from the digital teams tasked with delivery.
Organisations where digital is a way of working, not just a label, you will see properly empowered teams made up of people from across the business. You will have teams who ‘own’ the holistic service they are delivering from strategy to delivery.
These are organisations where the multidisciplinary team isn’t just something that digital ‘do’ but the whole organisations embraces.
This comparison between Digital and Technology is equally relevant when considering the role of the Chief Digital Officer vs. a Chief Technology Officer or Chief Information Officer. There’s a good discussion of the various roles here. As with the other roles the Chief Digital Officer looks after an organisations data and technology assets. However, they go one step further and have a wider eye, considering the strategy and the possibilities for innovation and wider transformation. Their focus is not on keeping the lights on, but understanding why the lights are needed and are there any other options?
For me this sums up why digital is wider ands more far reaching than Technology, and why the Digital mind-set and culture is so important to get right for organisations trying to deliver transformation. And why, if you don’t have these things right, if you are digital in name but not culture, you are going to struggle to deliver real transformation.