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SMART Efficiencies-Panel Introduction Overview - Glyn Evans
- 1. Chair: Glyn Evans Smart Efficiencies Seminar
- 2. Seminar Theme: ‘‘What are the top efficiencies I need to be making now and how can ICT help?’’ Key points to discuss today Where can service efficiencies be made? How can it be done? What are the key determinants of success/risk?
- 3. Our session today Introductions Glyn Evans Securing efficiencies - priorities for action Robert MacDougall Addressing The Information Deficit Chris Hall Leveraging technology and service efficiencies within central Government Neil Serjeant ICT and shared service efficiencies beyond 2010 Clare Lindsay Q&A Plenary Introduction to Andreu Puig
- 4. Our session today Introductions Glyn Evans Securing efficiencies - priorities for action Robert MacDougall Addressing The Information Deficit Chris Hall Leveraging technology and service efficiencies within central Government Neil Serjeant ICT and shared service efficiencies beyond 2010 Clare Lindsay Q&A Plenary Introduction to Andreu Puig
- 5. Step 1 - Manage your vendors Skill up before outsourcing or moving to large contracts Understand the margins and terms your vendors are trading on Determine your vendors own supply chain Drive your suppliers to innovate On capital contracts push for margin reductions post depreciation
- 6. Step 2 -Manage your organisation Zero based budgeting Look at the shelfware you have and put it to use Benchmark your business at least every 18 months Performance manage your employees Evidence based decisions bust myths Establish a benefits realisation approach and stick to it
- 7. Our session today Introductions Glyn Evans Securing efficiencies - priorities for action Robert MacDougall Addressing The Information Deficit Chris Hall Leveraging technology and service efficiencies within central Government Neil Serjeant ICT and shared service efficiencies beyond 2010 Clare Lindsay Q&A Plenary Introduction to Andreu Puig
- 8. 8 Smart Efficiencies: How Can ICT Be Used To Achieve Service Efficiency Savings Addressing The Information Deficit 20/10/2010 Chris HallRinedata Limited
- 9. The Information Deficit ‘One accurate measurement is worth a thousand expert opinions’ – Grace Murray Hopper Complex organisations are by their nature ‘data rich’: Multiple service strands, a heterogeneous yet overlapping customer base Distinct operational systems optimised to specific needs Yet, equally, many are also ‘information poor’: Compiling large data sets is itself a major challenge Analysis and presentation of each silo of data can be highly complex Making sense of the interrelationships of the data sets is even more difficult In this environment, the inherent subjectivity of management information is more prone to lead to misguidance: ‘All forecasts are wrong, and the actual results are only a matter of opinion…’
- 10. Closing The Deficit Is Self-Evidently Important ‘Statistics: The science of producing unreliable facts from reliable figures’ – Evan Esar To understand where you are: Actuals may only be a matter of opinion, but such opinions should be formed from meaningful analysis of complete data To determine where you need to be, and how to get there: Do I need to get to point B, C, or D? To reach point B, it is first necessary to recognise where point A is… To communicate all this to your stakeholders: Transparency is not a luxury, it is a critical necessity for any public service delivery organisation Credibility of and support for public service delivery rests on the opinions both of those in receipt of the service, but – probably more importantly – on the opinion of the majority who don’t
- 11. Addressing the Barriers ‘The best thing about the future is that it only comes one day at a time’ – Abraham Lincoln The harsh reality – management information initiatives seldom keep pace with the management information requirements: A one- or two-year programme to provide today’s information is likely to deliver only disappointment The good news – it’s not difficult to make a start: In reality even a modicum of analysis can yield at worst interesting and at best strategy-changing information The most important assets you have are yourselves – to define, even if initially by intuition, the information you will require The (arguably…) not-so-good news – you’ll get it wrong to begin with: First, because you do not know the ‘unknown unknowns’ Second, because your needs will change over time, and often rapidly So a flexible approach is required, focusing on core stable requirements and building into more complex areas – ‘find your feet’
- 12. Smart Efficiencies – Supported By Smart Information ‘Le mieuxestl’ennemi du bien’ – Voltaire ‘The perfect is the enemy of the good…’ An imperfect beginning is far preferable to definitive inaction – and faltering first steps are steps forward nonetheless Thank you
- 13. Our session today Introductions Glyn Evans Securing efficiencies - priorities for action Robert MacDougall Addressing The Information Deficit Chris Hall Leveraging technology and service efficiencies within central Government Neil Serjeant ICT and shared service efficiencies beyond 2010 Clare Lindsay Q&A Plenary Introduction to Andreu Puig
- 14. Leveraging technology and service efficiencies within central Government Shared Services Steering Group Smart Efficiencies
- 15. Sharing: Organisational Scope 15 Existing in scope
- 16. Service scope 16
- 17. Sharing: Sit Rep Successes >30% initial cost savings 6-12% annual incremental cost savings Service stable Challenges Insufficient standardisation Inadequate scale Smouldering IT platform Efficiency & Reform Group 17
- 18. Opportunity: Increase scale Organisations in scope 18
- 19. Opportunity: increase scale 19 Transactional and Rules Based Services Step 1: consolidate from several to two As is
- 20. Beyond that 20 Transactional and Rules Based Services Specialist providers NGHR CCP ERP services ICF Need numbers Transactional and Rules Based Services Step 1: consolidate from several to two Beyond Step 1 As is
- 21. Beyond that 21 Transactional and Rules Based Services Specialist providers OGDs; other public bodies NGHR CCP ERP services ICF Need numbers Transactional and Rules Based Services Step 1: consolidate from several to two Beyond Step 1 As is
- 22. Beyond that 22 Transactional and Rules Based Services Specialist providers OGDs; other public bodies NGHR CCP ERP services ICF Need numbers BPO Transactional and Rules Based Services Joint Venture OGD supplier Step 1: consolidate from several to two Beyond Step 1 Mutual As is
- 23. Opportunities and Challenges Opportunities Scale? Across Whitehall? Other bodies within central Government? Local Government? Scope? Up the value chain Front line services Standardisation? Less for even less Challenges Who pays? Who takes the risk? Who decides? Procurement rules 23
- 24. Our session today Introductions Glyn Evans Securing efficiencies - priorities for action Robert MacDougall Addressing The Information Deficit Chris Hall Leveraging technology and service efficiencies within central Government Neil Serjeant ICT and shared service efficiencies beyond 2010 Clare Lindsay Q&A Plenary Introduction to Andreu Puig
- 25. ICT & Shared Services Clare Lindsay Lemon Squeeze Ltd 07738 490114; clare@lemon-squeeze.co.uk
- 26. 3 Key Messages Eyes wide open Why re-invent the wheel? Keep it standard but customer focused Lemon Squeeze Ltd 2010 Contact: clare@lemon-squeeze.co.uk 26
- 27. Beyond 2010? Mandate for “shared” Shared Services? Consolidation of public sector Shared Services? Further public private joint ventures? Off-shoring / Near-shoring? Impact of Cloud Computing? Lemon Squeeze Ltd 2010 Contact: clare@lemon-squeeze.co.uk 27
- 28. So back to the 3 Key Messages Eyes wide open Vision & Blueprint; Benefits & Threats Mandate to make it happen; Engage with stakeholders Look to leverage others’ learning & investments Research & network Opportunities for sharing Keep it standard but customer focused Lemon Squeeze Ltd 2010 Contact: clare@lemon-squeeze.co.uk 28
- 29. And finally... “The greatest danger in times of turbulence is not the turbulence; it is to act with yesterday’s logic.” Peter Drucker
- 30. Our session today Introductions Glyn Evans Securing efficiencies - priorities for action Robert MacDougall Addressing The Information Deficit Chris Hall Leveraging technology and service efficiencies within central Government Neil Serjeant ICT and shared service efficiencies beyond 2010 Clare Lindsay Q&A Plenary Introduction to Andreu Puig
Notes de l'éditeur
- Hello, my name is Clare Lindsay I will be talking to you about ICT & Shared Services for the next 10-15 minutesI will aim not to cover old ground if covered by one of the other speakers
- So, what am I going to talk about?Essentially it boils down into these 3 key messages, which I’ll unpack over the next 10 minutes & return to at the end
- So, whats around the corner with regard to shared services? A drive for delivering benefits with minimum upfront investment. That means more public sector organisations collaborating on shared services, & joining existing Shared Services operations There may be a consolidation of public sector Shared Services. Likely to be a move to provision of services to affiliated organisations – as per Defra and Ministry of Justice; or local groups such as Gloucestershire & Oxfordshire councils GO5 operating with centres of excellence across the partnership With limited capital funding & a focus on delivering benefits, likely to be more public private Joint Ventures. Current examples include NHS Steria Shared Business Services, and South West One with IBM.Offshoring has previously been an issue for public sector organisations due to political considerations and data security. But with a drive for cost savings, is this something that has to be re-considered going forward? Cloud computing is the new watch word. Whilst this is something to consider for the medium to long term, if computing power can come from anywhere, how does this impact on how you receive services going forward.
- So back to the 3 key messages I started with: Go into shared services with your eyes wide open. Have a clear view as to what you want & what the future will look like. Have a good business case that says what the benefits are going to be but also what the threats to these benefits are & how these can be best managed (these are often cultural issues which have to be managed as part of the process). If you’re going to do shared services, make sure there is a clear commitment from the top & you have a level of buy-in from other key stakeholders from the start Ask yourself whether you have to reinvent the wheel or what you can learn from others. Refine your vision of what you need by talking to others & look for opportunities for sharing & finally, keep it standard. Shared services are most efficient where they are standard. Standard with others & standard to the software. Any tailoring will cost you money to implement, money to run, money to upgrade & will impact on your benefits case. Yes you need to be customer focused, that does not mean unique.
- I will leave you with a quote.Thank you for your time today.