كيف يمكن لمنظمات المجتمع المدني ومؤسسات القطاع العام...

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

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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“


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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


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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


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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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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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I

II

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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



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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

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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


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


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: [email protected]


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Sara Gertjegerdes Senior Consultant Public Sector Munich, Germany

Phone: +49 151 4025 0269 E-Mail: [email protected]

كيف يمكن لمنظمات المجتمع المدني ومؤسسات القطاع العام...

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