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Category: Retro

Buy out, or buying in.

Welcome To The Party Richter GIFs | Tenor

So, we’re ten days into Difrent being ‘bought’ by The Panoply group; people keeping saying ‘congratulations’, ‘how’s it working for a new boss/ company?’, ‘how do you feel about the buy out?’ So I thought it was a good opportunity to reflect on my thoughts about the acquisition.

And the answer is, I’m feeling pretty good actually. Honestly, so far there hasn’t really been much difference, other than the feeling that we’re part of a larger group of likeminded people.

Difrent is still Difrent, my boss is still my boss, my teams are still my teams and my peers are still my peers. What it does mean is that I now have more peers to talk to, share lessons learned with and bounce ideas off of. It means there are potentially more opportunities for our people to get involved in, bigger communities of practice to be part of and more slack channels to share pictures of my dog on.

A picture of a black dog
The Dog.

Chatting to some of my team yesterday, and the best analogy I could think of about the Panoply group and my understanding of how it works is actually the Civil Service.

Within the Civil Service you ‘belong’ to a certain Government Department, I was at DWP for ten years, and even years after leaving there’s still a part of my brain that think of myself as a DWP person, even though I worked in 5 different departments in my tenure in the public sector. But as a Civil Servant, although I was in DWP, I had opportunities within and across the Civil Service that others outside the Civil Service didn’t. If you were at threat of redundancy in the CS, you got first dibs on other job opportunities, not just in your in department but across the Civil Service and secondments and training opportunities across government departments were possible to further your career development etc.

Within the Group we have the opportunity for our people to go on loan to another company in the group, to further their career development, or because the project they have been working on has ended and we don’t have something else for them to immediately move onto, but someone else in the group does. This is a massive bonus for our people. It gives them so many more opportunities, and takes aware some of the fear you get in agencies about ‘what happens when this contact ends?’ We’re already sorting out access to the communities of practice within the group and discussing opportunities for our people to do secondments in the future/ and vice versa for others in the group to come work with us.

These options to be part of something bigger, to open up and share more opportunities for our people, to work together with likeminded folks was one of the reasons I voted for joining the group when I was asked my opinion. And it certainly doesn’t hurt on a selfish level that so many people I know, have worked with before and respect are also in the group; Within the first 10 days I’ve already had fantastic welcome meetings with so many folks across the whole of the group.

My first ‘catch up/welcome to the party’ call with Ben Holliday was like we were picking up where we were last time we worked together, and Carolyn Manuel-Barkin and I have already put the world to rights and discussed all things Health related; all definitely good signs for me. And being part of the group is already paying off for us, with some joint opportunities with Not Binary and the fantastic folks there already looking very positive (honestly David Carboni has not only the most relaxing voice, but is also really interesting and if you get the chance to hear him talk tech and good team dynamics you should definitely take it). [EDIT: since posting this blog this morning, we have now won our first piece of work with Not Binary!]

Difrent is all about delivering outcomes that matter about adding value and making a difference; and we’ve always been vocal about working better in partnership, both with or clients and other suppliers. Panoply will help us do that.

What I’ve learnt this year

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. 

Sunrise over a snow covered village

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.

Change is a movement not an individual

Whilst at CQC I got to speak to the Scottish Government Product Management community; I volunteered at OneTeamGovGlobal and attended my first international conference (the Delivering Digital Government event) in the Hague, where I got to catch up with Andrew Greenway and Tom Loosemore about the fantastic work Public Digital is doing around the world.

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.

A person holding loose coins with a note saying ‘make a change’

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.

A row of different coloured leaves

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.

I was absolutely delighted this year to be featured in Audree Fletcher’s book A Day is Not Enough, which featured 365 women influencing design for social good.

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.