Viewdeck

Our Digital Transformation Approach

Digital Transformation is industry Agnostic. It starts with the Organisation, and its Vision for its market,industry and itself, and its Customers.
It is not just about Technology, it cuts across, all aspects of the organisation (People.. Process.. and Technology).
One-size or one-plan does not fit all, and individual plans and strategy will depend on the business, the vision, the customer and the ecosystem.
“Change is Constant”

This based on a series of imperatives:
• The rate of change in technology and the changes they bring are accelerating fast – Exponential Growth
• Customers do not make the distinction between online or offline, and dont think of channels
• Digital Transformation will be ‘imposed’/enforced and essential to organisation in order to remain relevant or capable
• Customers will reject unfamiliar or difficult to adopt services, turning away where they feel abandoned, disadvantaged or abused.

And Digital Transformation is not just about Cloud
It is all about increasing competitiveness, improving customer outcomes, lean process delivery and responding to opportunities
• Improve customer experience
• Provide new delivery and revenue streams
• Place data at the heart of your delivery processes, connecting front-office with back-end decision making (transforming your Operating Model)
It is about a continuous delivery cycle, bringing together People, Process and Technology changes. It needs to ensure that change becomes part of the norm, and an ongoing change plan, that supports evolving needs.
Its not all about Cloud, and Digital processes, people and the human interaction remains critical, especially around key areas

Its a journey, with an evolving maturing plan, using step-wise projects to achieve the Vision. It needs a clear road-map, supporting and engaging with all Stakeholders across the enterprise

Digital Transformation is not just about Cloud

It is all about increasing competitiveness, improving customer outcomes, lean process delivery and responding to opportunities
• Improve customer experience
• Provide new delivery and revenue streams
• Place data at the heart of your delivery processes, connecting front-office with back-end decision making (transforming your Operating Model)
It is about a continuous delivery cycle, bringing together People, Process and Technology changes. It needs to ensure that change becomes part of the norm, and an ongoing change plan, that supports evolving needs.
Its not all about Cloud, and Digital processes, people and the human interaction remains critical, especially around key areas

Its a journey, with an evolving maturing plan, using step-wise projects to achieve the Vision. It needs a clear road-map, supporting and engaging with all Stakeholders across the enterprise

Our Digital Transformation Delivery Process is designed to deliver and implement a Change Vision for your organisation. The process follows the following 6 key steps

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Initiate

c

Strategise

Z

Implement

l

Analyse

Plan

|

Govern – monitor and direct

Initiate

 

The Initiate phase involves the:

  • Definition and confirmation of the Vision, Mission and Values
  • Definition of the Programme / Change / Transformation Scope to include the relevant Business Drivers
  • Confirmation of Stakeholder Roles and Relationships
  • Agreement of Governance and Assurance Structure for each Activity, Transformation Champion/SRO
  • Confirmation of the Environment, Compliance and Regulatory Dependencies, and
  • The identification of any Relating Strategies, Vision and defined and/or emerging Goals.

For example:

At Viewdeck, we provide a range of skills and experience to help you meet your ICT Procurement, Outsourcing or Transition needs. Our team has real experience in delivering ICT enabled change across a wide range of UK Public Sector clients.

Analyse

  • analysis of Dependencies, related Goals and Vision

  • identification of relationships and owners

  • stakeholder Interviews/Workshops and Needs Analysis

  • market and Industry Assessment

  • internal Context, Organisation and Operating Model. Strategy Context (“As IS”)

  • identification of Existing In-Flight or Mobilising Activity relating to this Change

 

Strategy

The strategise phase consists of the:

  • confirmation and refinement of Mission and Goals with Stakeholders

  • development of Strategic Assets (Goals, Principles, Objectives, Outcomes, Candidate Initiatives) – POOI’s

  • communication and iteration of Vision and POOI’s

  • presentation and approval of Vision from Governance/Appoval

  • For example:

 

Plan

The Plan phase consists of the:

  • development of High Level Implementation options and plan(s)

  • development of a Business Case for Vision considering Options

  • development of wider Communications Materials

  • building of a Benefits Case and Assurance Materials

  • seeking of Approval to Business Case, Vision via Board / SRO, Key Stakeholders

 

Implement

The Implement phase consists of the:

  • development of Initiatives, Delivery Approach against Strategy
  • development of Change/Project Initiation Document(s) PID
  • mobilisation of the project (Finance, Resources, Approvals)
  • confirmation of Project Objectives, Business Needs (Requirements and Outcomes)
  • affirmation of Project Controls, Governance and Reporting
  • iteration of Agile/Project Delivery/Execution
  • communication of Report
  •  

 

Govern

The Govern phase includes the:

  • reporting of Delivery Against Strategy

  • measurement of Benefits / Value Creation / COSMA / Achievement against Business Case

  • development of Communications Plan and Assets to maintain Stakeholder Buy-in

  • reviewing with Stakeholders and Refining the Strategy based on Market and organisational Change

  • refinement and uplifting of the Programme Implementation Plan

  • reporting and seeking Assurance/Approval to programme updates/changes.

  •  

 

Our Experience

We bring hands-on practical expertise and experience to Procurement, Digital transformation and Service Transition, providing skills and energy to drive success in complex and challenging tasks.We can provide either an entire team, or a range of supplementary capabilities to an existing project team, in order to boost the resources and skills of an in-house department as required. Our approach supports our belief in skills transfer, ensuring an ongoing legacy for our clients.

Key High­lights

  • Public and Private Sector Expertise
  • Client and Supplier Side
  • Security Cleared to UK SC or DV level
  • Consulting and Delivery Services focused
  • For the duration of the Programme

Extensive Expertise in

  • Enterprise Systems Integration, across Cloud, legacy and traditional supplier and solution models
  • Business/IT alignment and transformation/IT Strategy
  • Business Analysis and Requirements Management
  • Enterprise Architecture and Information Architecture/Information Management
  • Procurement, Change Management, Risk Management, Programme Management
  • Contract drafting and Commercial constructs for delivery
  • Linking of technical requirements and solution design, to legal and commercial constructs to meet Government ICT Strategic Direction – shared services, Cloud, green agenda etc

Practical Skills

  • Lead delivery responsibilities on substantial programmes across most of the major central departments plus large ‘bluechip’ Corporate clients
  • Some of the largest public sector procurements (Aspire, DWP, MOD DII (ATLAS)), as well as corporate shared service implementations
  • Client side and supply side working, board level/senior stakeholder engagement
  • Delivery across the full ICT life-cycle – Strategy, Analysis, Design, Build, Implement, Service Delivery, Benefit and Business Case Realisation

Full Procurement Life­cycle

We have successfully delivered across the Full Procurement Lifecycle:

  • Outsourcing Life-cycle
  • Outsourcing Evaluation: Market Analysis, Requirements Gathering, Evaluation, Down selection and scoring
  • Outsourcing Refresh: Reviewing current outsourcing status, and improving it
  • Outsourcing Exit: Planning current Outsourcing supplier exit
  • Outsourcing Facilitation: Investigate, examine, and resolve critical challenges
  • Outsourcing Bootstrapping: Smooth outsourcing supplier change over, and knowledge transfer
  • Outsourcing In Flight: Skills enhancing, relationship brokering service, ‘marriage guidance’

Specialist Skills

Our team includes subject matter experts that can support the programme or existing resources where needed.

  • CLAS/security support, providing advice around accreditation and fit-to-security requirements
  • HR Transformation, Organisational Design and TUPE advice to complex transition scenarios where capabilities are moving between suppliers and the client, and
  • Commercial subject matter experts supporting closing any tough negotiations in a pressured and challenging scenarios

Tag Cloud: ITLv3, MSP, PRINCE2, Managing Successful Programmes, OGC, SC, DV, TUPE

Key Processes: COBIT, ITILv3, ISO 20000, UML, RUP