A short presentation on digital strategy, revolutionary changes happening in the workforce and reflections on how to CIO's and IT organisations can rise to the challenge

1. JOHN JACKSON
11TH MARCH 2014

2. Camden
Local Authority in the Centre of London
£1Bn Plus Turnover
£350 M Plus Operating Costs
£400 M Plus Per Annum Spend on Goods
and Services
Estimated 25,500 Businesses
220,000 Residents

3. WHAT IS DIGITAL STRATEGY
IT STRATEGY DIGITAL STRATEGY

4. DIGITAL OPPORTUNITIES
Efficiency by
Default
1.8 Bn Savings
Innovation by
Necessity
£63 Bn additional
money into economy

5. Digital Agenda
Cross Cutting and integral to all
government activity – not just about
channel shift or digital exclusion but also
about economic growth, democratic
leadership
Integrated into the way the organisation
does business – not a “bolt-on”
Active strategy - day the Digital Strategy is
published its out of date

6. Digital Strategy
Democratic & Strategic Leadership
• Citizen and Business Focused Council - Use modern
business intelligence / customer analytics (e.g. via
Google) to develop policy & direct resources to
maximum effect
• Customer 360 - Deliver the joined-up , 360 degree
internal and external view of our citizens and businesses
so we do things once
• Civic dashboards – enable citizens to discover / explore
decision making, use of resources for themselves using
Council supplied Business Intelligence Dashboards and
Open Data
• Inside-out and outside in engagement – use social
media for crowdsourcing / crowd funding / Ideation /
Hackathons to drive new ways of engaging the
community and our partners in helping the Council ;
• Deliver Open Data about the Council that can be
consumed by the myriad of free & commercial
applications that are being developed to support us in
nearly every aspect of our lives
Hanessing Economic Growth
• Digital skills – nurture & develop digital skills at
school , and in adults; coding course for children ;
connect business , HE / FE institutions with schools
to share good practice ;
• Digital Business – helping businesses to get on line
, support them become digital, foster innovation
incubation, attract inward investment , driving
transactions through an integrated Business
Account
• Extend high capacity digital connectivity (including
4G) into CIP, business parks and new
developments;
• Open Spaces Wireless – free access to the internet
in designated areas around the Borough
• Apprenticeships and digital job creation – What
more can be done through Camden sponsored
initiatives to tackle worklessness and generate
growth (eg Camden’s “Into Enterprise” initiative);
• Location services– maximizing Camden’s on line
profile to attract visitors and consumer spending
into Camden
Right first Time Service (Value for Money)
• One Camden Account joining up citizen and business
data to simplify and streamline processes
• Digital Public Realm – Harness the potential of digital
assets and smart devices to transform public services
• Channel shift to be more efficient, joined-up and
slicker when delivering local services
• Agile workforce – mobile , collaborative and digital by
default
• Maximise Income from Digital - explore opportunities
from e-advertising, , single view of debt and digital
philanthropy
Sustainable Neighbourhoods – Making Sure Non One Left Behind
• Assisted access – Promote new approaches to the use of digital resources in libraries, resource
centres, schools, post office ; Where appropriate invest in IT that helps vulnerable groups including
elderly and disabled residents (particularly at risk of isolation) benefit from advances in technology
• Maximize community access -, Libraries, Resource Centres, City Learning Centre provide high quality
access o individuals and groups at risk of digital exclusion / poverty through new offer
• Effectively signpost resources – so those who don’t know what’s digital actually do and use it
• Open up new channels (eg Digital Television & Mobile) to encourage wider take-up & tackle exclusion
Tackling Inequality through new solutions
• Joined up data - across services and organizational
boundaries
• Predictive analytics - to aid in risk assessment and
decision making
• Integrated infrastructures - to enable access and
data sharing
• Camden Explorer – make Camden’s data searchable
irrespective of where the data is stored

7. Workers as Revolutionaries
The next generation
of workers are used
to working without
conventional
hierarchies and using
social and digital
platforms to get
things done

8. Workers as Revolutionaries
Social networks &
community
collaboration
platforms outside
the organisation
potentially add
more value than
networks within.

9. Workers as Revolutionaries
Cloud products and
services provide
scalable, easy to
set-up solutions for
collaboration, access
to aggregated data
portals and
personalised
services

10. Workers as Revolutionaries
Consumer
technology
moving faster –
and much easier
to use - than
most corporate
technology
making it very
attractive to use

11. Workers as Revolutionaries
New digital
marketplaces and
people on demand
mean there are
innovative and
radically different
ways of getting
things done

12. Workers as Revolutionaries
People want to use
their own devices for
work , work
differently and
Councils want to
capitalise on the
productivity and
wider workforce
benefits that flexible
working brings

13. Making it Happen…Not like this…
Or thinking it
will all go away

14. So Less of This
• Zero tolerance for non conformists
• Make fundamental changes without
engaging the stakeholders
• Lock technology down …. because users are
stupid right?
• Make it difficult to do anything or use
systems without multiple logins, proofs of
identity and additional key facets
• Dictate that its virtually impossible to use
personal devices, even when secure

15. Marble Digital Into
Government
Build Digital Centres of Excellence
Strengthen organisational
capabilities in business intelligence,
agile working, seamless
government
Nurture Digitally Savvy Employees
Develop our leadership teams and
staff so they understand the
opportunities offered by a digital
future and can effectively use this
knowledge to deliver new
business models
Deliver Open Systems platform for
Government
Accelerate drive Open Applications,
Open API’s, Open Data delivered to
any mobile devices to enable
information sharing and service
integration across different systems
and organizations
Design Software from the
Customers Perspective
Design and build from the Customer
journeys and apply Agile Methods
Ensure “Digital Friendly” Policies
Build digital thinking into key
policies and processes
(particularly procurement, service
commissioning, planning and
economic regeneration)
Keep Information Safe
Build robust identity management
and security systems to keep the
public’s data safe
Protect Privacy
Get data sharing and knowledge
management right
Incubate Open Systems Alliance for
government
Building an eco system between like
minded authorities to accelarate
innovation and reduce costs
Information as an Asset
Critical to manage information as an
asset ; ensure its properly owned

16. And . Break Medieval Software
Markets

17. Build Open Systems or Public
Sector App Stores for Sharing

18. Workforce Revolution - Tech
Strategy
Digital by
Default
Unified
Communications
Camden
Explorer
Federation
Mobile by
Default
Anytime,
Anywhere
access
Any Device,
Any Platform
access
Camden
Collaborate
Agile
Working
Multiple
technologies
being applied
concurrently
rather than
individually to
enable
workplace
transformation

19. Workforce Mobile Flexible Secure Workforce
2FA Data ClassificationEgress Gateway O365
User Experience Improved User Experience
PSN IGSoC N3
Security Regulations Mature ISMS
ISMSPolicy Hub
DR BCPCI DSS
Remote Access
Structured Data
Secure Email
Joined-up Services
Defined Datasets Secure Anywhere
Anytime AnyDevice
Starters Leavers
& Movers
SharePoint Federation
BPSS
Protective Marking DRMS DLP
Work Flows

21. Themes
Epics
User Story
Task
A Theme is a top-level objective that may span projects
and products. Themes may be broken down into sub-
themes, which are more likely to be product-specific.
At its most granular form, a Theme may be an Epic
An Epic is a group of related User Stories, representing
a feature. You would be unlikely to introduce an Epic
into a sprint without first breaking it down into it’s
component User Stories so as to reduce uncertainty
A User Story is a description of desired functionality
told from the perspective of the user
Tasks are individual activities that are required for a
User Story to be “done”
Adopt Agile in Spirit / if not in
Practice within the IT function

22. Digital Centres of Excellence
Traditionally designed IT
Departments cannot
respond to the
challenge. In Camden
we’ve created new cross
cutting Digital Centres
of Excellence to deliver
transformational change

23. To Deliver This …
Integrated and Multi Agency
Working – organisations focused on
working together rather than in silo’s
is smarter and cheaper but
impossible unless the technology
supports it
Workforce – Improving the
organisational climate – things such
as morale, travelling time, reducing
duplication, finding things quicker
etc. - can boost productivity with
increases of 20 % or more
Customer Service Transformation –
spending more time in the front line
and less time processing paper
Accommodation –rationalisation of
buildings, maximising use of space,
rationalising business support and
printing costs

24. Pinch Points
4. Middle management can be very effective blockers
2. Innovation & experimentation can be potrayed as
wasteful
3. Undercooked the communications
5. Limited prioritisation of projects
1. Interdependencies very challenging and difficult
6. Scope creep & requirements shift
7. Weak eco system surrounding Open Systems in Local
Govt

25. Key Lessons
Innovation and risk taking are essential because
traditional approaches aren’t sustainable and
won’t deliver the efficiencies we need
Traditional IT approaches won’t deliver the step
change required
Redesign IT delivery and IT product packaging so
its cross cutting and thematic rather than silo
based
Don’t underestimate the effort required to
achieve the step change in behaviours to become
digital by default

26. Key Lessons
• We can’t stop the march of consumer technology
& social platforms into the workplace. We need to
manage and harness the opportunity it brings ;
• Badly designed security controls / one size fits all
security models should concern all of us because
they add cost, make flexible working impossible
and stand in the way of efficient service delivery
… and lets be honest our staff will circumvent the
controls if it doesn’t work
PS Along the way there are bound to be a few clangers …

27. …if we are to harness the power
of technology to drive up
productivity and deliver innovation
– It has to be an integrated , cross
cutting approach to make digital a
part of what Camden does
everyday

28. If you need help getting to sleep
• I tweet at Johnjackson1066
• Copies of the Digital Strategy available at
www.wearecamden.org/digitalstrategy
• You Tube video of Digital Strategy at
http://www.youtube.com/watch?v=YIbgYg-FzKo
• My views of PSN expressed in Computer Weekly
http://www.computerweekly.com/opinion/Cmon-guys-dont-bottle-up-the-
Public-Services-Network-release-it
• On disrupting the medieval software market
http://www.computerweekly.com/opinion/Breaking-the-medieval-
software-market-in-local-government
• Copies of the IT Strategy available at
http://camden.gov.uk/ccm/content/council-and-democracy/plans-and-
policies/london-borough-of-camden-ict-strategy-2012-
.en;jsessionid=BEE9AFA945DE90D7A076C3758F83948C

29. JOHN JACKSON
11TH MARCH 2014