Client Stories

Central Government Digital Transformation

Scope

A large central government Department were seeking to embed Knowledge and Information Management (KIM) principles throughout their large and diverse organisation.  To support in defining and gaining approval to achieve this objective Navigation Partners were tasked to deliver the following:

  • Provide a compelling case for staff at all levels for using technology to transform the way they work and articulating the role of senior leaders in driving the change
  • Recommending a target level of ambition for the Department in adopting new ways of working, based on current uptake and best practice across other Government departments and private sector organisations
  • To provide “as is” and “to be” process mapping for knowledge and information management, document collaboration
  • To provide a clear plan for the transition from current to future desired KIM and collaboration practices
  • To fully describe the change management, training, communication and knowledge sharing activities required to embed changes
  • To provide knowledge transfer to ensure that permanent staffs have the skills, expertise and understanding to deliver the implementation plan

Challenges

The department is a large organisation that had been brought together following a machinery of government change.  The department covered a broad range of responsibilities and diverse subject areas.  This meant that stakeholders and requirements were broad and complex

Some areas of the organisation had embedded information and knowledge management processes which would change following this project.  Some areas had no knowledge management infrastructure.

Rising to the Challenge

Navigation Partners worked with the team to deliver the following outputs

Following the analysis and by involving the project team in workshops the full impact and scope of the proposed change was documented. This included:

  • Success factors for delivering the changes
  • Customer impacts – Identification of any changes to their experience
  • Organisation Impact – Which parts of the organisation are affected (and how), which enabled us to identify the differing starting points of the organisation
  • Location Impact – What are the impact on locations
  • Process Impact – Identification of processes impacted, any new processes required, support processes
  • Environmental / Regulatory Impacts – any impacts to legislation
  • IT Impacts
  • Training Impacts
  • Identification of any training requirements

As-is to-be process mapping was carried out, including a review of the current processes, polices and business rules and mapping of the new process

A Maturity Model assessment was carried out of where the department is now, and where it aspires to be and the clear steps to achieve this. A detailed expression of required future state (based on the scoping exercise and all to-be processes)

  • Identification of the steps required to deliver the future state (i.e. key stepping stones)
  • Change Management Plan including, communications, stakeholder management, business readiness and roll out planning
  • A high level business case articulating the benefits of embracing new ways of working resulting from the adoption of Knowledge and Information Management

This analysis provided a clearly defined ambition, the steps to achieve it and a set of fully scoped project phases to deliver this.  The analysis provided an overview of the impact across the organisation to underpin the change management activity.  A detailed plan to deliver and a strong business case for approval.