Navigation Partners: Digital aspirations, but not sure where to start?
Organisations often have a clear idea of what they want to accomplish, even if this is in broad and general terms, but then there are so many technology options and potential approaches that you can get lost in the ‘art of the possible‘. All you really need to do is focus on what’s important to you as an organisation.
Here at Navigation Partners, we come across a lot of transformations which stall at this point – where organisations have questions that stop them from taking a strategy forward, getting buy-in or approval and gaining traction to make it happen. If you’ve asked yourself any of these questions, you’re certainly not alone:
- Where do I start?
- Can I afford this?
- Is our strategy right?
- Everyone in the organisation has different ideas of how to do this – which way is the best for us?
- How will I measure the success of this?
- I don’t know which questions I need to ask of potential suppliers?
- How do I make this happen when my services are outsourced
So how do you move forward?
Define the change. To do this you’ll need to consider the impact on the whole organisation. At this initial stage, it’s not necessarily about producing detailed requirements documents that reduce the space for innovation – it’s about providing enough information to effectively produce options that can be costed and planned to support decision-making and executive buy-in.
At Navigation Partners, we recognise that not all organisations have the skills or experience to complete this activity in-house, so we have developed a unique scoping framework to determine the details of a change or to define a project. This framework enables us to quickly pinpoint what is required and how to deliver it which will enable decision-making within an organisation.
Why do you need to do this?
The decisions you make at this initial stage are really important, because they can determine whether what you’re planning is going to succeed. We know that 20 per cent of projects fail because the scope isn’t properly defined and agreed. Well-defined changes are easy to plan and therefore have a greater chance of succeeding. Reviewing the impact of the change across all areas of the business ensures that nothing is overlooked, that everything fits together and all costs are known.
We’ve used this approach with great success across the Public Sector. At Birmingham City Council, this approach delivered a successful contact centre transformation where previous attempts had led to disruption and failure:
At the Department for Business, Industry and Industrial Strategy (BEIS), this approach delivered a compelling case to transform the organisation’s approach to knowledge management.
To find out more, hear some compelling case studies and to get some practical advice and tips on how to answer your questions, come and see us at G47, at the Public Sector Show, on 26 June at ExCel London.