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The Journey to Government’s Digital Future

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DIGITAL GOVERNMENT TRANSFORMATION The Journey to Government’s Digital Future Excerpted from Deloitte Digital Government Transformation Study


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THE IMPACT OF DIGITAL TRENDS AND TECHNOLOGIES ON GOVERNMENT IS PERVASIVE Digital trends and technologies are disrupting the public sector and impacting domains* significantly Disrupting public sector 76% Impacting domain 96% 35% 37% 39% 23% 16% 18% 20% 8% 2% Don't know Not at all Small extent 2% Moderate extent Great extent Fully 82 percent see digital technologies as an opportunity *Domains include public sector areas such as defense, education, health care, and transportation, etc. 2 Footer Deloitte University Press | Digital Government Transformation: The Journey to Government’s Digital Future | Copyright © 2014 Deloitte Development LLC. All rights reserved. @DU_Press @DeloitteGov @DeloitteDigital #DigitalGov Copyright © 2015 Deloitte Development LLC. All rights reserved.


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HOWEVER, THE PUBLIC SECTOR IS NOT EQUIPPED TO TAKE ADVANTAGE OF THAT OPPORTUNITY How do you think your organization’s digital capabilities compare to: Public sector organizations 2 Private sector organizations 30 38 4 30 69 Don't know 20 Behind About the same 7 Ahead Nearly 70 percent think they are behind the private sector in terms of digital capabilities and less than 40 percent are satisfied with how their organization has reacted to digital trends I am satisfied with my organization’s current reaction to digital trends… 37% agree 3 41% disagree I am confident in my organization's readiness to respond to digital trends… 21% 36% neither agree Footer Deloitte University Press | Digital Government Transformation: The Journey to Government’s Digital Future | 39% disagree 24% neither Copyright © 2014 Deloitte Development LLC. All rights reserved. @DU_Press @DeloitteGov @DeloitteDigital #DigitalGov Copyright © 2015 Deloitte Development LLC. All rights reserved.


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IN FACT, ONLY 13 PERCENT OF GOVERNMENT ORGANIZATIONS SURVEYED ARE AT A DIGITALLY MATURING STAGE Maturing Developing 13% Early 60% 4 26% Footer Deloitte University Press | Digital Government Transformation: The Journey to Government’s Digital Future | Copyright © 2014 Deloitte Development LLC. All rights reserved. @DU_Press @DeloitteGov @DeloitteDigital #DigitalGov Copyright © 2015 Deloitte Development LLC. All rights reserved.


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BUT WHAT DOES DIGITAL MATURITY MEAN? Re-imagining an organization through digital so as to improve processes, engage talent and drive new and value generating service models for citizens. Maturity assessment framework: Processes Innovation and collaboration; citizen service; citizen involvement; open source usage; enabling procurement People Digital know-how; ability of leadership; workforce skills; avenues to upskill; enabling talent Preparedness Strategy articulation; investment; reaction and response to digital trends; capability benchmarking Digital Maturity Based on this framework we classified organizations as early stage, developing or maturing 5 Footer Deloitte University Press | Digital Government Transformation: The Journey to Government’s Digital Future | Copyright © 2014 Deloitte Development LLC. All rights reserved. @DU_Press @DeloitteGov @DeloitteDigital #DigitalGov Copyright © 2015 Deloitte Development LLC. All rights reserved.


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FURTHER, DIGITAL MATURITY IS INFLUENCED BY FIVE FACTORS We conducted 130+ interviews that revealed five factors that are shaping digital transformation—strategy, leadership, workforce skills, digital culture, and user-focus. Culture User focus 6 Workforce development Leadership Strategy Footer Deloitte University Press | Digital Government Transformation: The Journey to Government’s Digital Future | Copyright © 2014 Deloitte Development LLC. All rights reserved. @DU_Press @DeloitteGov @DeloitteDigital #DigitalGov Copyright © 2015 Deloitte Development LLC. All rights reserved.


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AND THESE FACTORS VARY ACROSS MATURITY LEVELS What separates digital leaders from the rest is a clear digital strategy combined with a culture and people that drive transformation. EARLY DEVELOPING MATURING Strategy Aimed at cost reduction Aimed at improving customer experience and decision making Aimed at fundamental transformation Leadership Lacks awareness and skills Digitally aware Digitally sophisticated Workforce development Insufficient investment Moderate investment Adequate investment User focus Absent Gaining traction “Central” to digital transformation Risk averse; disintegrated Risk tolerant; accommodates innovation and collaboration Risk receptive; fosters innovation and collaboration Culture 7 Footer Deloitte University Press | Digital Government Transformation: The Journey to Government’s Digital Future | Copyright © 2014 Deloitte Development LLC. All rights reserved. @DU_Press @DeloitteGov @DeloitteDigital #DigitalGov Copyright © 2015 Deloitte Development LLC. All rights reserved.


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STRATEGY THAT FUNDAMENTALLY TRANSFORMS ‫‏‬ “Transformation means more than fixing websites. It goes deeper than that, right into the organizations behind the websites. There's a logic to it: digital service design means designing the whole service, not just the digital bits. If you're redesigning a service, you need to think about the organization that runs it.” — Mike Bracken, Former Chief Digital and Chief Data Officer UK Government


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DIGITALLY MATURING ORGANIZATIONS HAVE A CLEAR STRATEGY AIMED AT FUNDAMENTAL TRANSFORMATION Only 14 percent of early-stage digitally mature respondents have a clear and coherent digital strategy. That climbs to 86 percent among the digitally mature. Objectives of a Digital Strategy (% Agree/Strongly Agree): Early Maturing Increase efficiency 64% 88% 95% Improve customer/citizen experience and engagement, and transparency 55% 89% 94% Create or access valuable information or insights for innovation 33% 68% 85% Create or access valuable information or insights to improve decision making 42% 76% 83% Fundamentally transform our organization processes and/or organization model 9 Developing 34% 66% 81% Footer Deloitte University Press | Digital Government Transformation: The Journey to Government’s Digital Future | Copyright © 2014 Deloitte Development LLC. All rights reserved. @DU_Press @DeloitteGov @DeloitteDigital #DigitalGov Copyright © 2015 Deloitte Development LLC. All rights reserved.


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LEADERSHIP THAT UNDERSTANDS DIGITAL TRENDS ‫‏‬ "I think leadership is absolutely key. You need a leader who has the confidence to embrace change, to listen to different models, and then empower his people to get on and do it." – Mike Beaven Transformation Programme Director Government Digital Service, UK


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DIGITALLY SAVVY LEADERSHIP IS A GAME-CHANGER The digital agenda is led from the top Staff 2% Does any single person or group have the responsibility to oversee/manage your organization’s digital strategy? Don’t know 3% Program lead/Manager 16% No 37% Yes 51% Executives below C-Suite 34% Department/Age ncy Heads 20% Who leads digital strategy? C-Suite 25% Don’t know 12% Percent Strongly Agree/Agree Early Developing Mature Confident about leadership’s understanding of digital trends and emerging technologies. 7% 60% 96% Leadership has sufficient skills to lead organization’s digital strategy. 4% 42% 86% 11 Footer Deloitte University Press | Digital Government Transformation: The Journey to Government’s Digital Future | Copyright © 2014 Deloitte Development LLC. All rights reserved. @DU_Press @DeloitteGov @DeloitteDigital #DigitalGov Copyright © 2015 Deloitte Development LLC. All rights reserved.


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TALENT THAT HAS SKILLS TO EXECUTE DIGITAL STRATEGY “Recruiting digital specialists and plugging them into the right slots is going to be one of our challenges. At the end of the day, give me great talent over great technology.” – Tony Scott, Chief Information Officer, US


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DIGITALLY MATURING ORGANIZATIONS BUILD SKILLS TO REALIZE THEIR DIGITAL STRATEGY Digitally maturing organizations are 13X more likely to provide employees with needed skills than less digitally mature. Percent Strongly Agree/Agree Early 35% 77% 15% Employees have sufficient skills to execute organization’s digital strategy Mature 6% Organization provides resources or opportunities to obtain the right skills to take advantage of digital trends Developing 34% 70% Many companies at the early stages lack the ability to conceptualize how digital technologies can impact the business. 13 Footer Deloitte University Press | Digital Government Transformation: The Journey to Government’s Digital Future | Copyright © 2014 Deloitte Development LLC. All rights reserved. @DU_Press @DeloitteGov @DeloitteDigital #DigitalGov Copyright © 2015 Deloitte Development LLC. All rights reserved.


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USER-FOCUS LIKE A LASER “You need to be very clear, to draw a line in the sand. Yes, there are 7,000 government needs that we need to meet in order to do what we do, but all of those should be secondary to the user need. That’s the only way this will work.” -Jen Pahlka, Founder, Code for America


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DIGITALLY MATURING ORGANIZATIONS EXHIBIT GREATER USER-FOCUS Primary drivers of digital transformation Early Other 15% Maturing Developing Customer / citizen demands 26% Federal /central government directives 16% Cost and budget pressures 43% Other 10% Federal /central government directives 13% Customer / citizen demands 38% Other 12% Customer/ citizen demands 50% Federal /central government directives 11% Cost and budget pressures 27% Cost and budget pressures 39% Early Developing Mature Digital technologies and capabilities enable employees at my organization to work better with customers/citizens 51% 90% 100% Improving customer/citizen engagement and experience and transparency is an objective of organization’s digital strategy 55% 89% 94% Digital trends are improving customer/citizen service quality 54% 84% 99% 5% 11% 33% Level of involvement of customers / citizens in co-creating digital services for organization 15 Footer Deloitte University Press | Digital Government Transformation: The Journey to Government’s Digital Future | Copyright © 2014 Deloitte Development LLC. All rights reserved. @DU_Press @DeloitteGov @DeloitteDigital #DigitalGov Copyright © 2015 Deloitte Development LLC. All rights reserved.


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CULTURE THAT FOSTERS COLLABORATION AND INNOVATION ‫‏‬ “Our collaboration is really more through adopting agile scrum methodology which requires a lot more interactions and collaboration as you go along and develop services. We haven't utilized any technology to help collaboration, it comes from the virtue of agile scrum methodology.” — Gavin Till, Chief Information Officer, Christchurch City Council New Zealand


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DIGITALLY MATURING ORGANIZATIONS CHALLENGE CULTURAL NORMS Early Developing Mature Digital technologies and capabilities enable employees at my organization to work better with customers/citizens 51% 90% 100% Improving customer/citizen engagement and experience and transparency is an objective of organization’s digital strategy 55% 89% 94% Digital trends are improving customer/citizen service quality 54% 84% 99% 17 Footer Deloitte University Press | Digital Government Transformation: The Journey to Government’s Digital Future | Copyright © 2014 Deloitte Development LLC. All rights reserved. @DU_Press @DeloitteGov @DeloitteDigital #DigitalGov Copyright © 2015 Deloitte Development LLC. All rights reserved.


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BARRIERS TO DIGITAL TRANSFORMATION


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WHAT ARE THE BIGGEST BARRIERS AND CHALLENGES TO DIGITAL TRANSFORMATION? What barriers are impeding your organization from taking advantage of digital trends? Too many competing priorities Insufficient funding Security concerns Lack of an overall strategy Lack of organizational agility Insufficient technical skills Lack of entrepreneurial spirit, willingness to take risks Lack of understanding Lack of collaborative, sharing culture Legislative and legal constraints 41% 37% 32% 31% 27% 23% 19% 19% 13% 11% Top 5 barriers impeding organizational ability to take advantage of digital trends by maturity: Early Developing Maturing Lack of an overall strategy Too many competing priorities Lack of understanding Insufficient funding Insufficient funding Lack of entrepreneurial spirit, willingness to take risks Security concerns Security concerns Too many competing priorities Lack of organizational agility Insufficient technical skills Lack of organizational agility 19 Too many competing priorities Lack of an overall strategy Lack of organizational agility Footer Deloitte University Press | Digital Government Transformation: The Journey to Government’s Digital Future | Copyright © 2014 Deloitte Development LLC. All rights reserved. @DU_Press @DeloitteGov @DeloitteDigital #DigitalGov Copyright © 2015 Deloitte Development LLC. All rights reserved.


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MOST GOVERNMENT ORGANIZATIONS LACK THE STRATEGY TO ACHIEVE DIGITAL TRANSFORMATION Organizations with a clear and coherent digital strategy are: • Better equipped to respond to opportunities and threats • Have a culture that fosters innovation and collaboration 46% Have a clear and coherent digital strategy 71 percent of organizations with a clear and coherent digital strategy report digital trends are improving their organization’s ability to respond to opportunities and threats, compared with 45 percent of organizations without a digital strategy 20 Footer Deloitte University Press | Digital Government Transformation: The Journey to Government’s Digital Future | Copyright © 2014 Deloitte Development LLC. All rights reserved. @DU_Press @DeloitteGov @DeloitteDigital #DigitalGov Copyright © 2015 Deloitte Development LLC. All rights reserved.


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AND THE NECESSARY DIGITAL-AGE WORKFORCE SKILLS Which of these categories is most lacking in your organization? (select the top three) • 90 percent of organizations say that workforce issues are a challenging area to manage in their organization’s digital transformation • Only 34 percent say their organization has sufficient skills to execute its digital strategy • Only 33 percent say their organization provides the right resources or opportunities to obtain the digital skills they need. 21 53% Entrepreneurial spirit 46% Technological savviness 42% Business acumen Collaborative processes 40% User experience design 39% Footer Deloitte University Press | Digital Government Transformation: The Journey to Government’s Digital Future | 59% Agility structure Copyright © 2014 Deloitte Development LLC. All rights reserved. @DU_Press @DeloitteGov @DeloitteDigital #DigitalGov Copyright © 2015 Deloitte Development LLC. All rights reserved.


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THEY ALSO LACK KEY ELEMENTS OF A “DIGITAL MINDSET”— CUSTOMER FOCUS, OPEN FUNCTIONALITY, AND AGILE DEVELOPMENT • More than 85 percent of the organizations cited culture as a challenging aspect of managing the digital transition. • Only 13 percent of agencies report high citizen involvement in the co-creation of digital services. • Even for agencies that say citizen demand is the primary driver of digital transformation, the share of organizations significantly engaging with customers and users to co-create digital services still remains quite low at 16 percent. • Only 23 extent. percent report using open source technology to a moderate or great • Only 28 percent of government agencies report that digital is altering their attitude toward risk, making them more willing to experiment with agile, iterative approaches. 22 Footer Deloitte University Press | Digital Government Transformation: The Journey to Government’s Digital Future | Copyright © 2014 Deloitte Development LLC. All rights reserved. @DU_Press @DeloitteGov @DeloitteDigital #DigitalGov Copyright © 2015 Deloitte Development LLC. All rights reserved.


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PROCUREMENT PROCESSES, TOO, NEED TO GET IN STEP WITH DIGITAL TRANSFORMATION Most significant obstacles to better procurement practices Rules/regulations 45% Lack of flexibility 39% Procurement skill sets 25% Legacy contracts 19% Vendor behavior 13% Onerous terms and conditions 13% • 76 percent say that procurement needs to change to accommodate digital transformation, especially to allow for agile development and de-restrict terms and conditions • 23 73 percent of organizations use both in-house and contracted resources to deliver services, but only 27 percent said they were satisfied with their vendor community. Footer Deloitte University Press | Digital Government Transformation: The Journey to Government’s Digital Future | Copyright © 2014 Deloitte Development LLC. All rights reserved. @DU_Press @DeloitteGov @DeloitteDigital #DigitalGov Copyright © 2015 Deloitte Development LLC. All rights reserved.


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ACCELERATING DIGITAL TRANSFORMATION


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FIVE QUESTIONS PUBLIC LEADERS NEED TO CONSIDER What have we done to strengthen the innovative and collaborative culture of our organization? Have we looked at our talent pool and planned where our skills will come from? How can citizens and service users be part of our digital transformation? Do we have a clear and coherent digital strategy which addresses the key elements of digital transformation? 25 Footer Deloitte University Press | Digital Government Transformation: The Journey to Government’s Digital Future | Are the existing procurement processes in our organization suitable to procure digital solutions? Copyright © 2014 Deloitte Development LLC. All rights reserved. @DU_Press @DeloitteGov @DeloitteDigital #DigitalGov Copyright © 2015 Deloitte Development LLC. All rights reserved.


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Meet the Authors William D. Eggers ‫‏‬ Director of Public Sector Research ‫‏‬ Deloitte Service LP | US Member Firm ‫‏‬ weggers@deloitte.com | Twitter @wdeggers ‫‏‬ Joel Bellman ‫‏‬ Partner ‫‏‬ Deloitte LP | UK Member Firm ‫‏‬ jbellman@deloitte.co.uk | Twitter @joelbellman ‫‏‬ Share your thoughts with the hashtag #DigitalGov Follow @DU_Press | @DeloitteGov | @DeloitteDigital on Twitter 26 Footer Deloitte University Press | Digital Government Transformation: The Journey to Government’s Digital Future | Copyright © 2014 Deloitte Development LLC. All rights reserved. @DU_Press @DeloitteGov @DeloitteDigital #DigitalGov Copyright © 2015 Deloitte Development LLC. All rights reserved.


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Sign up for Deloitte University Press updates at http://www.dupress.com @DU_Press About Deloitte University Press Deloitte University Press publishes original articles, reports and periodicals that provide insights for businesses, the public sector and NGOs. Our goal is to draw upon research and experience from throughout our professional services organization, and that of coauthors in academia and business, to advance the conversation on a broad spectrum of topics of interest to executives and government leaders. Deloitte University Press is an imprint of Deloitte Development LLC. This publication contains general information only, and none of Deloitte Touche Tohmatsu Limited, its member firms, or its and their affiliates are, by means of this publication, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services. This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your finances or your business. Before making any decision or taking any action that may affect your finances or your business, you should consult a qualified professional adviser. None of Deloitte Touche Tohmatsu Limited, its member firms, or its and their respective affiliates shall be responsible for any loss whatsoever sustained by any person who relies on this publication. About Deloitte Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee, and its network of member firms, each of which is a legally separate and independent entity. Please see www.deloitte.com/about for a detailed description of the legal structure of Deloitte Touche Tohmatsu Limited and its member firms. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting. Copyright © 2015 Deloitte Development LLC. All rights reserved. Member of Deloitte Touche Tohmatsu Limited


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