delivering on digital - the innovations and technologies that are transforming government

18 Steps to Building Digital Capacity

Leadershipstrategies

Talentstrategies

Tools andtechniques

1. Go on a recon mission. Before starting with anything digital, go out and spend time learning what’s really going on within the organization.

6. What’s your offer? Create a unique value proposition to attract

the best talent.

8. Embrace a tempo-rary dream team. If

you have the chance to cherry-pick and build a

digital team ofbrilliant individuals,

take it – evenif it’s temporary.

10. Identifycapabilities

gap. Addressdigital skills

gaps andinvest in resources

and technologies to help build a culture and capabili-

ties supporting the digital transition.

2. Start small and move fast. Starting with something basic like redesigning a website may seem

unsexy, but it can lay thefoundation

for morecomplex

things.

4. Servant leadership. IT managers play the critical role of clearing away obstacles to get things done.

7. Don’t leave recruit-ment to HR staff. Get personally engaged in recruiting – you have to hunt for them.

11. Ensure cutting-edge technology for cutting-edge talent. Make sure your digital team equipped with cutting-edge IT and technology infrastructure is a pre-requisite to building the team. 12. Identify the torch-

bearers. Identify people who will spread-the-word both

within and outside your government organization

about becoming part of your digital team.

15. Digital Transformation Roadmap. Build a roadmap that covers key areas such as culture, leadership, workforce,

procurement, and stakeholderengagement.

17. Digital Academy. Create a boot camp-style digital academy to train and

upskill staff and get the organization ready, onecohort at

a time.

13. Build a digital talent ecosystem. Head outside of your government organiza-tion and explore innovative channels for your talent needs.

14. Digital maturity diagnostic. Create a holistic view of the organization and strategic approach to digital transformation.

16. Digital Fellows program. Launch short term design and technology programsto attract top-notchWeb designersand developers.

18. Prizes, challenges, and hackathons. Initiate prizes, challenges, and focused hackathons to engage thedeveloper and designercommunity.

5. Create interesting job descriptions. Move from dry, boring job descriptions with mind-numbing titles to creative alluring positions and postings.

9. Balance tech whiz kids with government veterans. The best digital teams are multidisciplinary and diverse – with deep understanding of government’s processes and challenges as well innovation-minded tech whizzes.

3. Practice Digital Aikido. Digital-savvy

leaders shape and build energy on digital platforms

rather than resists them – use digital media to gauge

attitudes, build influence, and motivate action

through social networks.

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Delivering on Digital Deloitte 2016

www.deliveringondigital.com

Well-designed digital services require a strong connectedness between:

Ambition and scale: The desired level of transformation given the scale of the challenge/effort.

Experience: The human interac-tions, emotions, and influences that drive engagement.

Operational evolution: Changes to the organizational structure, effectiveness of employees and change management required to adapt operations.

Design and execution in the digital age

Designstrategies

Deliverystrategies

Tools andtechniques

1. Use internal tools to encourage good design. Demonstrate the value of good design through better internal tools and apps.

5. Show, don’t tell. Letting stakeholders play with something tangible, even if it’s not perfect, it helps them see the impact

the digital product could have.

8. Deliver an experience, not just a service. Instead of one-size-fits-all approach-es, look for ways to achieve useful customization for different users.

2. Get out of the office and talk to real users. Firsthand knowledge of user needs and

behavior can yield priceless design insights.

6. Modify agile for large projects. Develop multiyear roadmaps focused on strong gover-nance, coordinating cross team dependencies, consolidated reporting and increased testing.

10. Experience blue-print. This is another tool

to illustrate and analyze the end-to-end customer

experience.

12. Prototype spectrum. This spectrum represents a range of prototypes that can be used to

define and validate concepts.

9. Customer journey map. Journey maps show the interaction of current pain points and point to oppor-tunities to improve the user experience.

11. Customer engagement plan. The customer engagement plan uses the journey map to understand opportunities to engage the custom-er across the journey, a three-phase process: attract, engage and extend.

13. Protosketching. This is where design meets coding - proto-sketching provides a concrete way to review issues involving data, design and functionality.

14. Agile dashboard metrics.For large, complex projects, agile

dashboards enable program leadership to track metrics across multiple scrums and see the comparative performance

of the scrum teams.

4. Learn by doing. Whether it’s agile sprints or design thinking, a hands-on approach can improve understanding and debunk myths and prejudices.

7. Use feedback loops to drive continuous improvement. Data analytics and user feedback provideopportunities to tweak and fine-tune services as well as the entire customer experience.

3. Decide the scale of your transformation.

Based on your goals and resources, determine how

big or small changes should be.

Operationalstrategies

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Building Better Avenues to ProcureDigital Services

Successstrategies

Tools andtechniques

1. Consult early—and often. Amend the request-for-proposal (RFP) process to encourage early engagement and discus-sions with vendors, to help give them a better idea of what an agency is looking for—not to mention encouraging a greater diversity of solutions.

6. IT procurement an attractive career

choice. To get the best and the brightest into

the profession, offer the same advancement and recognition potential as

other career paths, especially ones that are

perceived as more “mission oriented.”

8. Tap into private sector expertise. Partnerships and

industry days offer a few ways that government

procurement executives can spend time with private

sector counterparts to learn new procurement

techniques.

2. First tell, then show how it works. Use a two-stage

downselect procurement process through first asking for a short concept paper and cost

proposal (roughly six to eight pages), then requiring finalists

to provide a revised cost proposal, work statement, and

functioning prototype.

4. Show me the proto-type. Rather than sink a bunch of dollars into every new technology that comes along, issue contracts for a number of small, inexpensive proto-types that can be built and evaluated quickly.

7. Train procurement officers in digital acquisition. Focus on training acquisition officers to be flexible, adaptive, and innovative when it comes to digital procure-ment.

10. Prizes and challenges. These can be quite effective at helping you engage a diverse,

and often unexpected, group of problem solvers – better yet, you

pay only for results.

9. Bake-offs. An alternative to big multiyear awards, these are smaller awards to teams from different contractors, which foster competition, collaboration, and consistent performance.

5. Convert contracts into competitions. In milestone-based competitions, procurement officers carve up projects into smaller, technically feasible targets that are then opened up for competition to a pool of selected contractors.

3. Conceptualize, propose, and pilot.

Staged contracts allow evaluators to determine

which contractor best understands their needs

through a hands-on experience.

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Horizontal government

Tacklingduplicationand overlap

1. Create a system of data exchanges. Creating an “enterprise system” is about creating systems of systems built around data exchanges and with a common understanding of how that shared data is defined.

2. Focus on people—technol-ogy is the easy part. Digital

transformation in government is as much about people as it is about technology – get your

people strategy right, and seek buy-in from key stakeholders

before embarking on any large-scale transformation.

4. Phase out legacy systems gradually. Move users to the new system in phases, growing it with each iteration.

3. Build a common technology infrastruc-

ture. The latest-generation devices, Web and collabo-

ration tools, and robust Wi-Fi are prerequisites to

any transformation.

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Data layer

8. Tap into unstructured data. Government will continue to remain the largest producer ofdata and, inmost cases,structured data.

11. Allow citizens to opt in for better customer service. Citizens who want better, faster customer service from government can “opt in” by giving explicit permission to share their information across agencies and levels of government.

10. Build trust by engaging with external stakeholders. Another way to defuse privacy objections is

to develop identity management systems in consultation

with privacy groups.

12. Create stronger identities by leveraging a

variety of data. While more data means more risk, it also

allows citizens to create more reliable, trustworthy digital identities based on a wider range of information, thus improving overall security.

13. Establish a project management office for identity management. Typically

each government agency manages a multi-tude of access management protocols,

expand the use of existing agency credentials.

7. Share your success by going open-source. Building

systems using open-source technologies

requires amindset shift.

5. Use data to drive change. Data can be your biggest ally when making big changes or attempting to solve complex problems.

6. Burn down data silos. Make data-sharing

the spark thatburns down

silos within andbetween

departments.

9. Seek public-private partnerships. Work with outside providers to verify identities.

Identitymanagement

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Tools andtechniques

15. Proof of concept. The best way to show the

advantages of hacking the silos is to start small,

with a single line of business within the

agency.

17. Automated refactoring. Automated refactoring provides a way

to restructure and migratemultiple legacy mainframe

applications into amodern environment.

14. Business architec-ture. Create an inventory of processes that can be used to help de-silo functional conversations and tie customer needs to organizational capabilities.

16. Service-enable every-thing. Allow one computer program to communicate with another, allow a govern-ment’s core IT assets to be reused and shared.

18. Identity and access manage-ment gap analysis. This internal exercise maps your identity-manage-ment target state with the current state operations, processes, and infrastructure by highlighting the gaps to address through a multi-year strategy roadmap.

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Confronting the Cybersecurity Challenge

Securestrategies

1. Identify the most attractive data targets for attackers. Gather your business leaders and threat intelligence experts and have them identify the top areas of cyber risk for your agency.

2. Use enterprise-level privacy officers to identify weak spots. Privacy officers

can help determine which citizen data needs to be

protected and why, by safeguarding citizen privacy and restoring trust when an

incident occurs.

3. Monitor and audit third-party provid-ers. Confirm vendors are complying with the data privacy and security stipulations in work

agreements.

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Vigilentstrategies

6. Improve risk manage-ment through collective intelligence. Share informa-tion about vulnerabilities, threats and remedies to build a cyber-community of governments, enterprises and security vendors.

9. Evolve defense mech-anisms. Develop threat-monitoring plans for early detection of incidents and be prepared to respond when incidents do occur. Also have an effective recovery plan so that operations can be up and running quickly after a cyber incident.

8. Run simulations to glean insights on readi-ness. Conduct regular “fire

drill” simulations on your system to understand its

weaknesses and improve it continually.

12. Use private-sector partnerships to plug

cyber skills gaps. Identify the skills and competencies

you need to make your agency cyber-ready.

11. Communicate the growing complexity of cyber threats. Clearly convey the nature and severity of cyber risks to agency and legislative leaders and other stakeholders.

13. Make cybersecurity an attractive career option in government. Begin by mapping cybersecurity compe-tencies and creating well-docu-mented job descriptions.

10. Identify your cyberat-tack point person. Choose

a crisis officer to run the response during an all-out

cyberattack.

4. Stay up to date on the full range of tactics attackers employ. Expect breaches to occur, and create multiple layers of protec-tion to render some breaches harmless.

5. Identify potential external and internal threats and risk profiles. Step into the shoes of

potential security threats to better grasp theprecautions youneed to thwart

them.

7. Create cyber-aware employee user experiences. Organizations that pay attention to user experi-ence as they design their employee educational programs can quietly and unobtrusively guide users toward more vigilant and resilient behaviors.

Resilientstrategies

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Tools andtechniques

15. Attack graph. Understand vulnerabilities within the network by

depicting the ways in which an adversary can break in.

17. Honey pots and honey nets. These are fake

computer systems used to dupe attackers and collect information on intruders.

14. Cyber wargaming. Create interactive cyber-attack scenarios and immerse potential responders in them to evaluate preparedness and identifydeficiencies.

16. Whitelisting. It allows only trusted content and software to run on your system.

18. Penetration test. This is an intentional attack on a computer system to understand its weak-nesses and find ways to gain access to its features and data.

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Stakeholder andtalent strategies

Imagining a New Future

Successstrategies

Tools andtechniques

1. Ride the disruption wave, don’t avoid it. In an environment defined by constant change and frequent disruption, it’s vital to not just keep up with disruptive change butto capitalize on it.

5. Flip orthodox-ies/Change your lens.

When approaching redesign, start with a clean slate and

an open mind. More importantly, start with the user at the center of your

redesign.

2. Create horizon scanning capability.

Making sense of the ever-changing technology

landscape can be daunting, but technology itself may

provide some potential answers in the form of

useful new tools.

6. Fail fast, fail quickly. To adapt faster to rapid advances in technology, make test-fail-learn-and-test-again a virtuous cycle in government.

8. Business model generation canvas. This

downloadable tool and web app allows users to describe,

design, challenge, invent, and pivot their business

models. A pre-structured canvas lays out the nine

building blocks of any business model; users can then visualize and modify

their own model in a single view using the canvas.

10. Innovation labs. Public sector innovation labs devise

products and solutions to societal and public problems,

while providing a “safe”space for innovation,

collaboration,learning, and

incremental experimentsto take place.

7. Design thinking or human centered design. Build a deep understanding of users and their problems and then generate ideas, build prototypes and test those with users before developing and launchinga service or product.

9. Disruptive hypothesis. One way to unlock innovative thinking is to create a disruptive hypothesis. This often starts with asking “What if . . . ?”

11. Ethnographic research. By observing target users in their natural, real-world setting, instead of an artificial environment or focus group, ethnographic research provides more authentic insights into routine user behavior.

4. Build partnerships and ecosystems. Co-creation and collaborative efforts with universities, innovation labs, private sector organizations, or even willing citizenscould help bright spotsand pockets of innovation scale at a faster pace.

3. Work around legacy systems. The idea is to migrate while also

being able to reengineer the business processes and services but keep pushing data back to the old system, which continues to house

data. When the majority of services are working on the new platform,

the data can be moved over and the legacy system, decommissioned.

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delivering on digital - the innovations and technologies that are transforming government

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