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Tag: culture

What even is agile anyway?

So you’re a leader in your organisation and Agile is ‘the thing’ that everyone is talking about. Your organisation has possible trialed one or two Agile projects within the Digital or Tech department, but they haven’t really delivered like you thought they would, and you think you can ‘do more’ with it, but honestly, what even is it in the first place?

It’s a question that comes up fairly regularly, and if you are asking it, you are not alone! This blog actually started from such a conversation last week.

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First and foremost there is Agile with a capital A, this is the project methodology, predominantly designed for software development, as defined here. It “denotes a method of project management, used especially for software development, that is characterized by the division of tasks into short phases of work and frequent reassessment and adaptation of plans.”

However nowadays, especially in the public sector, agile doesn’t only apply to software. More and more of the conversations happening in communities like #OneTeamGov are about the culture of agility. How you create the environment for Agile to succeed, and this is where many people, especially leaders, are getting lost.

So how do you ‘be agile?’

Being agile is borrowing the concepts used in agile development, to develop that culture. As Tom Loosemore says when talking about Digital, it’s about “applying the culture, processes, business models & technologies of the internet-era to respond to people’s raised expectations.”

But it’s more than what you transform, it’s how you do it.

The Agile manifesto says that Agile is about:

  • Individuals and interactions over processes and tools
  • Working software over comprehensive documentation
  • Customer collaboration over contract negotiation
  • Responding to change over following a plan

When you consider individuals and interactions over processes and tools, then you remove unnecessary hierarchy and empower people to make decisions. You don’t enforce rigid processes for the sake of it, but iterate your governance based on feedback of users (in this instance your staff!). By being agile you focus on communicating directly with human beings, looking to how you can accommodate more actual conversations, and time together, rather than relaying on emails and papers as your only way to communicate.

By prioritising working software over comprehensive documentation you are constantly testing and iterating what works based on what is meeting your user needs, rather than deciding upfront what the answer is before knowing if it will actually work. You involve user research in your policy and strategy discussions. You analyse and test your new processes before you implement them. You change your funding and governance models to allow more innovation and exploration, and base your decisions on data and evidence, not theory. By being agile you are able to demonstrate working product or tangible services to stakeholders and customers, rather than just talking about what will be done.

Customer collaboration rather than contract negotiation is about bringing people along with you and working in partnership, achieving results together. Embracing and managing change to be innovative and deliver value whilst still being competitive and minimising unproductive churn and waste.

When thinking about responding to change over following a plan, it’s about being able to innovate and iterate. Prioritising and working on the most important work first. Building in short feedback loops and taking on board feedback.

Post it notes on a wall

Why is ‘being agile’ important?

Because as the market changes, and users expectations change, companies that can not take onboard feedback and iterate their products and services loose out. This is also true when it comes to companies themselves in terms of what they offer their staff, less people now go to work just for the money, people want more job satisfaction, empowering staff to make decisions and cutting bureaucracy are not only ways to cut costs, but also increase the value to both your users, your stakeholders and your staff.

Resources to help:

  • Scrum.org have a decent blog on Agile Leaders which can be found here
  • For Leaders in the Public Sector, the Digital Academy has an Agile for Leaders course, details of which can be found here
  • The Centre for Agile Leadership has a blog on business agility here (and for those in the US they run courses)
  • And the Agile Business Consortium have a white-paper describing the role of culture and leadership within Agile which can be found here

We’re all a little weird down here

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.

A sign reading ‘Change’

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.

A neon sign reading ‘this must be the place’

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.

A group of white men sat round talking

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.

When is Digital not Digital?

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.

A sign asking “Why?”

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.

A person using a smart phone.

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.

Open plan digital office space

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?

Servers

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.