www2.deloitte.com/au/en/pages/public-sector/articles/delivering-on-digital.html We now have the digital tools (cloud computing, mobile devices, analytics) and the talent to stage a real transformation in government. A digital mindset is a different way of thinking about customers, products, and process. It’s faster, iterative, and adaptable. And if government adopts it, the changes can be just as revolutionary. This book provides the handbook to make it happen.

1. 18 Steps to Building Digital Capacity
Leadership
strategies
Talent
strategies
Tools and
techniques
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 of
brilliant individuals,
take it – even
if it’s temporary.
10. Identify
capabilities
gap. Address
digital skills
gaps and
invest 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 the
foundation
for more
complex
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 stakeholder
engagement.
17. Digital Academy. Create a boot
camp-style digital academy to train and
upskill staff and get the organization
ready, one
cohort 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 programs
to attract top-notch
Web designers
and developers.
18. Prizes, challenges, and
hackathons. Initiate prizes,
challenges, and focused
hackathons to engage the
developer and designer
community.
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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2. 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
Design
strategies
Delivery
strategies
Tools and
techniques
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 provide
opportunities 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.
Operational
strategies
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3. Building Better Avenues to Procure
Digital Services
Success
strategies
Tools and
techniques
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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4. Horizontal government
Tackling
duplication
and overlap1. 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 of
data and, in
most 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 a
mindset 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 that
burns down
silos within and
between
departments.
9. Seek public-private
partnerships. Work with
outside providers to verify
identities.
Identity
management
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Tools and
techniques
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 migrate
multiple legacy mainframe
applications into a
modern 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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5. Confronting the Cybersecurity Challenge
Secure
strategies
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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Vigilent
strategies
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 the
precautions you
need 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.
Resilient
strategies
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Tools and
techniques
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 identify
deficiencies.
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 and
talent strategies

6. Imagining a New Future
Success
strategies
Tools and
techniques
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 but
to 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 experiments
to 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 launching
a 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 citizens
could help bright spots
and 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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