Post on 12-Apr-2017
Internal use only
Charity Innovation Conference,
Bahrain, October 10th/11th 2015
Innovation meets Public Sector Governance - a contradiction?
This presentation aims to introduce our perspective of Digital Transformation, share experiences from Germany and strategies how to introduce and manage these
Objectives
Copyright © 2015 Capgemini Consulting. All rights reserved.
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Digital transformation from our perspective
Current trends and status in the Public Sector in Germany
Critical success factor in pursuing and implementing digital transformation projects
Interaction and exchange
Agenda
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Trends in the German Public Sector
Introduction to Digital Transformation
Project and risk management as success factor
I
II
III
Curriculum Vitae
Education and Competences
Education and professional background
Senior Consultant Public Sector Management (Capgemini Consulting)
Senior Consultant Public Sector Management (Steria Mummert Consulting AG)
Senior Consultant Public Sector Management (MACH AG)
MPhil in Comparative Government (Oxford University, St . Antony’s College)
BA in European Studies (King’s College London, London School of Economics, Humboldt Universität zu Berlin)
Diploma in Business Administration (Fernuniversität Hagen)
Core competences
IT Project Management for e-government and innovation projects in Public Sector organisations and NGOs
Governance, organisational and process optimisation within public sector organisations and NGOs
Management of Change and Communication Management
Name: Sara Louise Gertjegerdes
Level: Senior Consultant
Nationality German/British
Languages German, English
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Education and Competencies
Education and professional background Since 02/2014 Project Management-Consultant, Capgemini Consulting,
Transformation Program Management, Munich
Three years experiences in complex international large-scale projects (IT, aviation, banking)
Certifications:
Management of Risk (MoR)1
PMI, Certified Associate of Project Management (CAPM)
Scrum Alliance, Certified Scrum Master (CSM)
University degrees in project management (M.Sc.), sociology and history (BA), University of Alaska Anchorage, USA
Core Competencies
Risk management in security-critical, complex project environment
Project management methods and innovation
Strategic and operative PMO at project, program and portfolio level
Sectors
Energy, Technology, Banking and Manufacturing
Name Mandy Kämpf
Level Consultant
Nationality German
Languages German, English, Spanish
Capgemini is the largest consultancy of European origins providing unique capabilities to support digital transformation projects
Company Overview
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Group structure (Business Units)
Company overview and financial stability Global presence
North America 10,384
Latin America 10,268
Europe 62,035
Middle-East & Africa 1,164
Asia-Pacific 59,792
Founded as Sogeti in 1967 by Serge Kampf in Grenoble Headquarter in Paris, France Revenue: 10,573 mEUR (2014) Net result: 580 mEUR (2014) Growth in 2014: +3.4% revenue, +31% net result Net cash and cash equivalents: €1,218 million Employees:
143,643 (31.12.2014) Addtl. 33,000 through recent IGATE acquisition
Service Portfolio (extract)
Digital Strategy and Transformation Big Data & Analytics Executive Leadership & Change Transformation Program Management Application Consulting & Integration Application Development & Next Generation AM Services Mobile Solutions & Cyber Security Enterprise Cloud Services Platform Delivery Services & Service Management Testing & Quality Assurance Business Process Outsourcing
Consulting (Capgemini Consulting)
Application Services
Infrastructure Services
Local Professional
Services (Sogeti)
Business Process
Outsourcing
Capgemini has successfully delivered projects in strategy, IT and business consulting for the public and private sector across the MENA region
Selected project references
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MENA Region projects
Digital Transformation is part of Capgemini’s DNA
Capgemini’s Strategic Vision
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Our Mission with you, we create and deliver business and technology solutions that fit your needs and drive the results you want
the business value of
technology comes from and
through people
Our Vision
VANGUARDCONSULTING PRACTICES
(Kennedy)
High
HighLow
Low
Breadth of Consulting Capabilities
Dep
th o
f C
on
su
ltin
g C
ap
ab
ilit
ies
McKinseyBain
BCGE & Y A.T. Kearney
PwC
Accenture
IBM
Deloitte
Capgemini Consulting
Booz & Co.
Advancing Service Breadth or Depth Neutral Diminishing Service Breadth or Depth
Kennedy Vanguard of digital strategy consulting providers
Two areas where Capgemini Consulting particularly stands
out are in developing industry-specific applications of digital
strategy and methods for integrating digital technologies
through engagement and governance systems, both
grounded in robust research.
Capgemini Consulting’s digital specialist model has
delivered the strongest all-around capability set
Digital Transformation
Digital Transformation – What does it mean?
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DIGITAL TRANSFORMATION IS THE USE OF DIGITAL
TECHNOLOGIES TO RADICALLY IMPROVE PERFORMANCE OR
REACH OF ENTERPRISES
Capgemini Consulting and the MIT recently published thei research in „Leading Digital“
Copyright © 2015 Capgemini Consulting. All rights reserved.
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Digital Transformation
https://www.youtube.com/watch?v=8Wc5BQ9BPoA
Capgemini‘s Digital Maturity Assessment
The Digital Maturity Assessment is one of the results of the collaboration of Capgemini Consulting with the MIT
Copyright © 2015 Capgemini Consulting. All rights reserved.
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http://www.capgemini-consulting.com/digital-transformation
Capgemini Consulting’s digital maturity model & assessment framework
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Digital Maturity Model
Customers
Brand
Operations
Business Models
Capabilities
FASHIONISTAS…
BEGINNERS… CONSERVATIVES…
...have advanced digital features in silos but no overarching vision and coordination
...have strong vision and governance. Digital initiatives generating measurable benefits
… have few advanced digital projects, coordinated but underdeveloped vision
…carry out some experiments, immature digital vision and culture
Transformation Management Intensity
Dig
ital
Inte
nsi
ty
DIGIRATI ARE DIGITALLY MATURE: THEY SUCCEED TO EXCEL IN THE
APPLICATION OF DIGITAL TECHNOLOGY AND
MANAGE THEIR LEADERSHIP AND TRANSFORMATION CAPABILITIES
SIMULTANEOUSLY
Digital Vision
Engagement
Governance
Skills
Ways of working
DIGIRATI…
Digital Maturity is a combination of two separated but related dimensions: Digital Intensity and Transformation Management Intensity.
DMA – Questionnaire Set-up
The Digital Maturity Assessment is one of the results of the collaboration of Capgemini Consulting with the MIT
Copyright © 2015 Capgemini Consulting. All rights reserved.
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Questionnaire with 156 questions
The questionnaire is structured along the two main dimensions on Digital Transformation
Digital Intensity – The “What”
Customers
Brand
Operations
Business Models
Capabilities
Transformation Management Intensity – The “How”
• Digital Vision
• Engagement
• Governance
• Skills
• Ways of working
• Stakeholders to be involved from market & customer facing, operations (partially), organization & business development - senior manager or director level
Digital Maturity Model
How would you classify your own organisation?
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FASHIONISTAS…
BEGINNERS… CONSERVATIVES…
...have advanced digital features in silos but no overarching vision and coordination
...have strong vision and governance. Digital initiatives generating measurable benefits
… have few advanced digital projects, coordinated but underdeveloped vision
…carry out some experiments, immature digital vision and culture
Transformation Management Intensity
Dig
ital
Inte
nsi
ty
DIGIRATI…
Agenda
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Trends in the German Public Sector
Introduction to Digital Transformation
Project and risk management as success factor
I
II
III
This framework helps to identify the key issues that need addressing by NGOs and public sector organisations
The concept of “Public Administration 4.0” provides a framework to strategically analyse the different aspects of innovation in the (German) Public Sector
Changes at organisational level
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Goals and tasks Opportunities and threats Strategies and action plans Hierarchical structures as impediments to connectedness
Reduction of red tape Planning security 360°-service administration, Transparency Customer involvement and participation Multichannel approach
HR philosophy Employer branding HR development & training management Modes of working and flexibility Inclusion of employees
E-Government Data security Adaptability Cloud solutions and virtualisation Data analytics
Product- and process integration Process documentation Process automation Processes without media breaks
Effective and efficient Resource- and finance management Finances and amortization
HR
CUSTOMERS / USERS RESSOURCES AND FINANCE ORGANISATION
TECHNOLOGY PROCESSES
Operations
Digital transformation not only affects how manufacturers produce goods but also how the pulic sector and NGOs provide services to the public
Current Trends and Debates in the German Public Sector
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Strategy
Digital Government- Strategy & -Transformation
Digital Customer Experience
Digital Administration & Digital Processes
Analytics
IT
Positioning along the calue chain of the administration/organisation
Digitale transformation strategy
Digital Public relations
Multi channel management
Customer feedback
Introduction of a document management system or workflow management system
Digitalisation of processes
Plattform for e-government
Analysis of the environment
Customer segmentation
Performance management
Benchmarking
Potential analysis
People 2.0
Digital IT-Strategy & -Transformation
Integrated talent management
Focus on new forms of collaboration
Employee service infrastrucsture
Knowledge management
Change and acceptance management
Technological roadmap: digital transformed administration
Information management strategy and IT-Government strategy
Business model and results-based management
Innovationsmanagement (innovation radar)
Architecture- and Security management
Technological innovation (innovation radar)
Agenda
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Trends in the German Public Sector
Introduction to Digital Transformation
Project and risk management as success factor
I
II
III
Digital Transformation also has an impact on project management - requiring new innovative solutions to your project management approach
Digital Transformation as project management challenge
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Digital Transformation projects are important to drive innovation
Digital Transformation projects face frequently
High complexity and uncertainty
Changing business requirements
Rapid decision making and short planning
IT and business are not integreted
Leading project management standards are life cycle methods (PMI, Prince2)
A lack of agile project management maturity results in a slower speed to respond to technological innovation cycles
PROJECT MANAGEMENT CHALLENGES
Internal and external disruptions shake up the status quo on the road to digital maturity
Digital Transformation
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Internal and external disruptions
We identified three success factors which are crucial for successfully initiating and implementing Digital Transformation projects
Three success factors
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Project management approach
Digital SMAC-Tools
Risk management
Digital Transformation projects have often been neglected due to an inability to fully understand its challenges and threats
Risk management
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Lack of risk management: process and expertise
Disruptions are unpredictive and challenge the status quo
Digital transformation projects are not pursued and/ or fail due to not identifying and understanding the opportunities and threats of disruptions
SITUATION
1. Culture change: disruptions as an opportunity
2. Comprehensive stakeholder risk workshops for risk and change management
3. Implement enterprise risk management
KEY RECOMMENDATIONS
Enterprise risk management
APPROACH
Enterprise Risk
Manage-ment
(Process)
Market changes (price
fluctuations)
Regulation & Compliance
Process safety & excellence
People/ Human error/
Change
Data security (virtualization &
decentraliza- tion)
Cloud
Big data/ analytics
Infrastruc- ture
/Assets Technology/
Risk Analytics
Leader- ship
Strategical
Financial Behavioral
Operational
1
4
3 5
2 6
Mobility
An adaptive project management approach is best-suited because it combines best practices of both -- traditional and agile approaches
Adaptive project management
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Traditional (waterfall) vs. Agile
Due to high speed of innovation and complexity, none of which is adequate
SITUATION
1. Project management maturity assessment
2. Use best practices of agile and traditional waterfall
3. Experimental design to introduce the right combination
4. Adaptive agility to respond to disruptions
KEY RECOMMENDATIONS
Adaptive project management
APPROACH
…combines the best of both appoaches!
SMAC tools accelerate Digital Transformation projects in planning, communicating and controlling
SMAC Tools (Social, Mobile, Agile, Cloud)
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Rigid and expensive architectures and governance structures
Geographically distributed teams
Inconsistent planning and tracking
Intransparent communication
SITUATION
1. SMAC-tools: social, mobile, agile and cloud
2. A holistic technology ecosystem that supports disruptive and sustaining project innovation
3. As accelerator for managing Digtital Transformation projects
KEY RECOMMENDATIONS
Adaptive project management
APPROACH
There is a large variety of useful cloud and mobile tools that differ in terms of functionality and deployment
Digital project management tools
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Common
Work Model
Tool Advantages
Comprehensive Tools
Popular tool for businesses Includes all necessary functions
Intuitive handling Inclusion of stakeholders
Four level management structure Incorporation of customer feedback
Bug tracking Integration of 3rd party services
Financial management options Integration of 3rd party services
Focus on Collaboration
Efficient task management Replaces email communication
Fast and transparent communication tool
Other
Popular tool for software developers
Drag and drop task tracking tool Digital whiteboard replaces post-its
Spreadsheet-like interface coupled with additional functions
Increase
collaboration and innovation across project
teams
Implementing the proposed steps will help organizations in general and the public sector in particular to become more innovative in their Digital Transformation
Roadmap to Digital Maturity
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The road to Digital Transformation projects
Contact information
Mandy Kämpf Consultant Transformation Programme Management Munich, Germany
Phone: +49 15140252688 E-Mail: mandy.kaempf@capgemini.com
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Sara Gertjegerdes Senior Consultant Public Sector Munich, Germany
Phone: +49 151 4025 0269 E-Mail: sara.gertjegerdes@capgemini.com