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Tag: Difrent

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.

How do we determine value?

And how do we make sure we are delivering it?

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?

A jar of coins
A jar of coins being spilt

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.

A parcel being delivered
Parcel delivery

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:

  1. Why are we doing this?
  2. Why are we doing it now?
  3. What happens if we don’t do this now?
  4. Who will this affect?
  5. How many people will it impact?
  6. How long could this take?
  7. Any indicative costs?
  8. Any key milestones/ deadlines?
  9. Any critical dependancies that could affect our ability to deliver?
  10. 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.

A person presenting at a whitewall to a team
People listening to someone speaking/ sharing

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.

#OneGreenGov

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. 

Icebergs

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. 

Placard with a climate change slogan

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. 

Climate change and heat stress slide from OneGreenGov

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. 

Apolitical are asking people to share their ideas on how to combat climate change here; WholeGrain Digital shared their Sustainable Web Manifesto and #designandclimate shared their draft Master Remote Workshop (to cut carbon) guide.

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.

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.

The strategy is content delivery.

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!

Neon sign with a heart and a zero next to it

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.

Phone showing the YouTube logo

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.

Slide from Rachelle’s presentation on content strategy

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.

@Rachel0404 sat in front of a wall of post it notes from one of Rachelle’s session

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.   

Sign saying ‘open’

One month in…

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.

Road with graffiti saying ‘start here’

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….

The more things change, the more they stay the same.

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.

Lots of different people holding umbrellas crossing a main road.

Welcome to the Dark Side.

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.

With credit to @RachelleMoose for the inforgraphic

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.

Darth Vader with wings and a halo

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.”