Changing how we work, to ensure we can still deliver.
One of the big tenants of agile working has always been about the importance of colocation, and there are a million blogs out there on why colocation makes a big difference.
The first value of the Agile Manifesto states: Individuals and Interactions Over Processes and Tools; and one of the 12 principles is to Enable face-to-face interactions; this is because it is generally understood that colocation allows a better ‘osmosis’ of knowledge between the team, allowing better and faster sharing of information and discussions.
But colocation has always had its downsides, the main ones being that constant colocation doesn’t’ allow people time to process information and work without interruption/ distraction. There’s also a large time and cost implication; with team members and especially Subject Matter Experts often having to travel a lot to remain engaged. The most common excuse I have heard from Senior Leaders in organisations on why they can’t attend user research sessions or show and tells etc. is the time and effort it takes not only to attend the event, but to travel to it as well.
As we get better at recognising that not everyone works in the same way; recognising the limits of colocation is also important.
For the last few years, most of the teams I’ve worked on or managed have used a mix of colocation and remote working; usually a minimum of 3 days (ideally 4) in the office working together and only one or two days working from home.
This allows the colocated days to be utilised best for design workshops, user research, sprint ceremonies etc. Days where we can make the most out of being face to face.
That means the ‘remote working’ days could be used to reflect, to review notes, ‘do work’. They were also the days that could be best used for meetings etc.
Obviously COVID-19 threw all of those ways of working on their head; with everything that could be done remotely, moving to be fully remote. Within Difrent in that time we have on-boarded new staff, stood up brand new teams, completed Discoveries, delivered critical services to help with the nations response to the pandemic etc. Now as we consider how we move to a world post pandemic is the time to pause and consider whether we need to (or even want to) return to old ways of working.
A conversation at the virtual #OneTeamGov breakfast meet last week highlighted that Lockdown has meant we have all had to find more inclusive ways of working. It used to be the case that people ‘in the office’ would often make most of the decisions, and then replay those decisions to us few remote workers. Nowadays, with no one in the office, it forces us all to think about who needs to be involved in conversations and decisions. It might take a bit more planning, but it allows us to be more considerate of people’s time and involvement.
Within Difrent we have recognised that a return back to full colocation is actually not necessary in order for us to keep delivering services that matter. Working remotely has not impacted our ability to deliver at all. Rather than having remote working be the exception, we are now planning how we can make that the norm.
Thinking about how we put people before processes; we are ensuring we use the days where we will all get together face to face to their best advantage, making sure we get value from peoples time and the effort they have put in to travel and that we are adding value to them (and the project) in return.
When delivering digital or business transformation, one of the things that often gets overlooked is the cultural changes that are needed to embed the transformation succesfully.
There can be many reasons why this happens, either because it’s not been considered, because it’s not been considered a priority, or simply because the people leading the transformation work don’t know how to do this.
In my experience the culture of an organisation can be the thing that makes or breaks a successful transformation programme or change initiative; if the culture doesn’t match or support the changes you are trying to make, then it’s unlikely that those changes will stick.
Below are some common causes of failure in my experience:
The scope of transformation programmes have been considered and set in silos without considering how they fit within the wider strategy.
Decisions have been made at ‘the top’ and time hasn’t been spent getting staff engagement, feelings and feedback to ensure they understand why changes are being made.
Decisions have been made to change processes without validating why the existing processes exist or how the changes will impact people or processes.
Changes have been introduced without ensuring the organisation has the capability or capacity to cope.
Lack of empowerment to the transformation teams to make decisions.
When introducing agile or digital ways of working, corresponding changes to finance/ governance/ commercials haven’t been considered; increasing siloed working and inconsistencies.
Walk the talk:
Within Difrent we use tools like the Rich Picture and Wardley mapping to help Senior Leaders to understand their strategic priorities and clearly define the vision and strategy in a transparent and visual way. These help them be able to agree the strategy and be able to ‘sell it’ to the wider organisation and teams in order to get engagement and understanding from everyone.
In my experience this works especially well when the assumptions made by the SLT in the strategy and vision are tested with staff and teams before final version are agreed; helping people understand why changes are being made and how they and their role fit into the picture.
This is especially important when it comes to the next step, which is developing things like your transformation roadmap and target operating model. These things can not be developed in isolation if you want your transformation to succeed.
People always have different views when it comes to priorities, and ways to solve problems. It is vitally important to engage people when setting priorities for work, so they understand why changes to a data warehouse or telephony service are being prioritised before the new email service or website they feel they have been waiting months for. Feedback is key to getting buy in.
Equally assumptions are often made at the top level about something being a priority based on process issues etc. Without understanding why those processes existed in the first place, which can miss the complexity or impact of any potential changes. This then means that after changes have been delivered, people find the transformation hasn’t delivered what they needed, and workarounds and old ways of working return.
One thing I hear often within organisations is they want ‘an open and transparent culture’ but they don’t embody those principles when setting strategic or transformation priorities; as such people struggle to buy into the new culture as they don’t understand or agree with how decisions have been made.
While people are the most important thing when thinking about transformation and business change, and changing a culture; they are not the only thing we have to consider. The next step is processes.
Whatever has inspired an organisation to transform, transformation can not be delivered within a silo; it is important to consider what changes may need to be made to things like finances; commercials and governance.
While these aren’t always obvious things to consider when delivered digital transformation as an example, they are vitally important in ensuring its success. One thing many organisations have found when changing their culture and introducing things like agile ways of working, is that traditional governance and funding processes don’t easily support empowered teams or iterative working.
As such, it’s vitally important if you want transformation to succeed to not get trapped in siloed thinking, but instead take a holistic service approach to change; ensuring you understand the end to end implications to the changes you are looking to make.
Taking a leap:
Equally, when making changes to governance or culture, one thing I have found in my experience is that senior leaders; while they want to empower teams and bring in new ways of working, they then struggle with how to ‘trust’ teams. Often as Senior Responsible Owners etc. they don’t want to be seen to be wasting money. As such they can enter a loop of needing changes ‘proving’ before they can fully embrace them, but by not being able to fully embrace the changes they aren’t demonstrating the culture they want and teams then struggle themselves to embrace the changes, meaning the real value of the transformation is never realised.
There is no easy answer to this, sometimes you just have to take that leap and trust your teams. If you have invested in building capability (be that through training or recruitment of external experts) then you have to trust them to know what they are doing. Not easy when talking about multi-million pound delivery programmes, but this is where having an iterative approach really can help. By introducing small changes to begin with, this can help build the ‘proof’ needed to be able to invest in bigger changes.
There is no one ‘thing’
When delivering transformation, and especially when trying to change culture, there is no quick answer, or no one single thing you can do to guarantee success. But by considering the changes you will be making holistically, getting input and feedback from staff and stakeholders, engaging them in the process and challenging yourselves to demonstrate the cultural changes you want to see, it is much more likely the transformation you are trying to deliver will succeed.
One of the key personal aims I had when I joined Difrent, just over six months ago, was to work somewhere that would let me deliver stuff that matters. Because I am passionate about people, and about Delivery;
After 15 years, right in the thick of some pioneering public sector work, combining high profile product delivery with developing digital capability working for organisations like the Government Digital Services (GDS), Department of Work and Pensions (DWP), The Care Quality Commission (CQC), and the Ministry of Defence (MoD); I was chaffing at the speed (or lack thereof) of delivery in the Public sector.
I hoped going agency side would remove some of that red tape, and let me get on and actually deliver; my aim when I started was to get a project delivered (to public beta at the very least) within my first year. Might seem like a simple ask, but in the 10 years I spent working in Digital, I’d only seen half a dozen services get into Live.
This is not because the projects failed, they are all still out there being used by people; but because once projects got into Beta, and real people could start using them, the impetus to go-live got lost somewhat.
Six months into the job and things looked to be on track, with one service in Private beta, another we are working on in Public Beta; plus a few Discoveries etc. underway; things were definitely moving quickly and I my decision to move agency side felt justified. Delivery was happening.
And then Covid-19 hit.
With COVID-19, the old normal, and ways of working have had to change rapidly. If for no other reason than we couldn’t all be co-located anymore. We all had to turn too fully remote working quickly, not just as a company but as an industry.
Thankfully within Difrent we’ve always had the ability to work remotely, so things like laptops and collaborative software were already in place internally; but the move to being fully remote has still been a big challenge. Things like setting up regular online collaboration and communication sessions throughout our week, our twice-daily coffee catchups and weekly Difrent Talks are something created for people to drop in on with no pressure attached and has helped people stay connected.
The main challenge has been how we work with out clients to ensure we are still delivering. Reviewing our ways of working to ensure we are still working inclusively; or aren’t accidentally excluding someone from a conversation when everyone is working from their own home. Maintaining velocity and ensuring everyone is engaged and able to contribute.
This is trickier to navigate when you’re all working virtually, and needs a bit more planning and forethought, but it’s not impossible. One of the positives (for me at least) about the current crisis is how well people have come together to get things delivered.
Some of the work that we have been involved in, which would generally have taken months to develop; has been done in weeks. User research, analysis and development happening in a fraction of the time it took before.
So how are we now able to move at such a fast pace? Are standards being dropped or ignored? Are corners being cut? Or have we iterated and adapted our approach?
Once this is all over I think those will be the questions a lot pf people are asking; but my observation is that, if nothing else, this current crisis has made us really embrace what agility means.
We seem to have the right people ‘in the room’ signing off decisions when they are needed; with proper multidisciplinary teams, made up of people from both digital but also policy and operations etc, that are empowered to get on and do things. Research is still happening; but possibly at a much smaller scale, as and when it is needed; We’re truly embracing the Minimum Viable Product, getting things out there that aren’t perfect, but that real people can use; testing and improving the service as we go.
Once this is all over I certainly don’t want to have to continue the trend of on-boarding and embedding teams with 24 hours notice; and while getting things live in under 2 weeks is an amazing accomplishment; to achieve it comes at a high price – Not just in terms of resources but in terms of people, because that is where burnout will occur for all involved. But I believe a happy medium can be found.
My hope, once this is all over, is that we can find the time to consider what we in digital have learnt, and focus on what elements we can iterate and take forward to help us keep delivering faster and better, but in the right way, with less delays; so we can get services out there for people to use; because really, that is what we are all here to do.
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.
One of the key reasons I joined @Difrent was their commitment to #TechForGood. In my experience #TechForGood is one of those phrases that gets batted around, as such I was very keen when I started to understand what that phrase meant to Difrent and if it really meant anything at all!
Much to my delight, I found that it was not just a meaningless motto for the company, but a value we as a company use every day. Be that the hoodies all staff are given (made from sustainably used cotton) to the work we do and the clients we will work with.
As such, when the opportunity to volunteer and or attend the #OneTeamGov#OneGreenGov appeared, it was obvious that at least one person from Difrent would be headed there.
OneGreenGov was a one-day event held in multiple locations around the world for those working in and with the public sector to discuss ways to combat climate change. With events happening in London, Wolverhampton, Helsinki in Finland and Canada.
On the day itself, there were a lot of fascinating conversations, ranging from some more scientific presentations on the effects of climate change on both geography and people’s health to sessions on how people can make a personal difference to climate change and even how Wikipedia can help the climate change battle.
You can see some of the conversations that happened on the day here. Throughout the day there was chat about the Trees for Life page set up at #UKGovCamp a week earlier and a discussion of what other initiatives could be set up to help the climate.
One of the things I learned from the event was the importance of reviewing your data regularly and removing out of date data, this is because the transmission of data via the internet can be very polluting, contributing to between 2-4% of our greenhouse gas emissions, there’s a Defra blog here about ways to try and reduce your digital carbon footprint.
Some of the conversations were happening in the room, some happened with the help of technology to cut down on the carbon footprint! As well as there being great conversations happening in the physical (and virtual) room, the sharing of ideas didn’t stop once the event was over.
In terms of the event itself, all the plates and cups used were biodegradable and all the food leftover was donated, so that nothing went to waste, which was lovely to see.
The whole day was full of energy and passion and it was fantastic to see so many people committed to making a difference and let’s just hope that we will see that difference continue in the days and weeks going forward.
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.
This year has been a year of big change for me; I started a new job, left the public sector, moved cities, moved in with my partner, bought a new house, and most importantly, we got a dog.
As a Pagan, I celebrate Yule and the Winter Solstice; At the Winter Solstice we reach the longest night of the year. Darkness has reached its peak; and with the end of the longest night we celebrate the return of the Sun, the return of light, hope and promise.
As the year comes to an end I thought it would be worth reflecting on the year that is coming to a close, what I have learnt from it, things I’m still working on and taking forward into the year to come.
This year has been an interesting one, full of frustration and challenge; but also opportunities and excitement. I’ve always talked about the importance of finding your tribe, of being true to be yourself and being able to bring your whole self to work. For most of this year , if I’m honest, I was in a role that was not a good fit for me and I had never felt more cut off from my tribe. It taught me a lot.
What I have learnt:
What good leadership looks like
Reflecting on my time at the CQC, the fantastic opportunities that made me want to join the organisation when I was first offered the role, and the disappointment and frustration I felt in the last 6 months of the role after a change of line management left me being excluded and ignored. While CQC was a good fit for me at the start, a OneTeamGov event earlier this year on Leadership made me realise the impact a good (or bad) leader can have on an organisations culture.
The opportunities the organisation were facing were (and still are) real, but some of the recent hires brought in more recently made me realise that perhaps its readiness to embrace change at pace was not as real.
The difference within Difrent has been almost breath taking. From day one I’ve been empowered to get on and do things, with full support from my manager (the wonderful Rach) who has reminded me that there are good leaders out there fully capable of caring about their people.
By the time I left CQC’s culture, and its ways of working, were no longer right for me, it felt more insular and less a part of the Digital movement. I felt more cut off from my tribe than ever before, it was a lonely feeling. I think something I have learned in the last year, you can not change everything on your own; nor will you always fit in everywhere; someplace’s are just not right for you (which doesn’t necessarily make them bad, but bad for you), sometimes you need to make a change. But note, even when you can’t see it, change is happening. You are not alone.
Why the right culture matters
My frustrations with the culture in CQC, along with some advice from my mentor made me make a move outside of the public sector for the first time in my career. It’s something I thought long and hard about, as frustrated as I was at the CQC I didn’t want to just leave for any old role. The CQC made me realise I needed to find the right role, at the right organisation, with the right culture.
The senior leadership within Difrent talk constantly about our values, but it’s not just talk, it’s obvious everyone truly want to improve things together. Two months into the role, the suggestion we run a retro for the leadership team was met with open arms not disdain; everyone bought into the session and it felt very positive.
That’s not to say everything is perfect, it’s obvious that moving from ‘start up’ to ‘scale up’ means the culture has to adapt and change as well. But one thing I have learnt in the last year is good leaders don’t shy away from that challenge, they welcome it and talk about it in the open. That good leaders don’t just see ‘culture’ as a token word or a by product, but as a thing to invest in.
You need to believe in yourself
I am an optimist, which made me ignore the initial doubts and worries I felt at the CQC; made me assume the problems I was facing were unintentional, that things would improve, and my desire to make things better things and to protect my team meant I pushed aside my doubts and tried hard to work things out. It took me a long time to realise the cumulative effect that was having on my own confidence.
Two months into my role at Difrent and I think it was absolutely the right move for me. After months of being disempowered and isolated by a manager who did not welcome challenge and for whom Digital was only about the technology, not the people; my role in Difrent has been a reminder that people matter, that I matter, and I am good at what I do.
Within days of starting at Difrent I dived straight into contract negotiations and client engagement; talked to teams about what support they might need to enable them to deliver and within my first 60 days I lead on delivering my first (successful) pitch for business. I felt like I’ve achieved and delivered more in my last 2 months than the previous six months.
The importance of finding your own voice
My year has been a good one blog wise, many of my blogs were born from the frustrations I was feeling at the CQC, but also it felt like I finally hit my stride and found my tone of voice. While this blog has never been about ‘getting hits’ and more about sharing information, it’s been a very pleasant surprise to see how well they’ve done, the blogs about Thomas Cook and the Parliamentary Petitions site in particular seemed to strike a cord with people.
My goals for the year ahead:
My aim for next year is to keep building on the blog, but too also to try and get back into the swing of speaking at events. A year ago I was speaking at events fairly regularly, but the CQC hit my confidence more than I would like to admit. It’s hard to stand up in front of a crowd and feel like you have things to say when your manager regularly ‘accidentally’ leaves you out of the conversations your male colleagues seem to be invited to.
Since moving to Difrent I’ve already thrown my hat in the ring to speak at two conferences, and my aim is to try and have done 6 speaking events by the end of 2020. We shall see how that goes!
While politics at the moment is worrying, and has led some to question whether there is still empathy in the world, I’m approaching the next year full of hope. News like that of Twitter users recently joined together to develop a free Food Bank app highlight why the #TechForGood movement is so important and why I’m so proud to work for somewhere that is doing what it can to make a difference.
By this time next year I want to be able to stand up and talk about the things I have personally delivered. Up until now, while I’ve worked on amazing projects, very few of them I’ve been able to see through to delivery (either because of funding cuts, reprioritisation of projects, or promotions meaning I’ve move on before I got to see things through) the main reason for me taking the role at Difrent was to change that, to truly be able to deliver things that matter.
Both personally and professionally I’m doing what I can to add value, and learn from mistakes in the past to ensure the future is better.
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.