18 Steps to Building Digital Capacity Leadership strategies 1. Go on a recon mission. Before starting with anything digital, go out and spend time learning whatâ s really going on within the organization. 2. Start small and move fast. Starting with something basic like redesigning a website may seem unsexy, but it can lay the foundation for more complex things. 3. Practice Digital Aikido. Digital-savvy leaders shape and build energy on digital platforms rather than resists them â use digital media to gauge attitudes, build infuence, and motivate action through social networks. 4. Servant leadership. IT managers play the critical role of clearing away obstacles to get things done. Talent strategies 5. Create interesting job descriptions. Move from dry, boring job descriptions with mind-numbing titles to creative alluring positions and postings. 6. Whatâ s your offer? Create a unique value proposition to attract the best talent. 7. Donâ t leave recruitment to HR staff. Get personally engaged in recruiting â you have to hunt for them. 8. Embrace a temporary dream team. If you have the chance to cherry-pick and build a digital team of brilliant individuals, take it â even if itâ s temporary. 9. Balance tech whiz kids with government veterans. The best digital teams are multidisciplinary and diverse â with deep understanding of governmentâ s processes and challeng- es as well innovation-minded tech whizzes. 10. Identify capabilities gap. Address digital skills gaps and invest in resources and technologies to help build a culture and capabili- ties supporting the digital transition. 11. Ensure cutting-edge technology for cutting-edge talent. Make sure your digital team equipped with cutting-edge IT and technology infrastructure is a pre-requisite to building the team. 12. Identify the torch- bearers. Identify people who will spread-the-word both within and outside your government organization about becoming part of your digital team. 13. Build a digital talent ecosystem. Head outside of your government organization and explore innovative channels for your talent needs. Tools and techniques 14. Digital maturity diagnostic. Create a holistic view of the organization and strategic approach to digital transformation. 15. Digital Transformation Roadmap. Build a roadmap that covers key areas such as culture, leadership, workforce, procurement, and stakeholder engagement. 16. Digital Fellows program. Launch short term design and technology programs to attract top-notch Web designers and developers. 17. Digital Academy. Create a boot camp-style digital academy to train and upskill staff and get the organizationready, one cohort at a time. 18. Prizes, challenges, and hackathons.
Initiate prizes, challenges, and focused hackathons to engage the developer and designer community.
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Delivering on Digital Deloitte 2016 Building Better Avenues to Procure Digital Services Success strategies 1. Consult earlyâ and often. Amend the request-for-proposal (RFP) process to encourage early engagement and discus- sions with vendors, to help give them a better idea of what an agency is looking forâ not to mention encouraging a greater diversity of solutions. 2. First tell, then show how it works. Use a two-stage downselect procurement process through first asking for a short concept paper and cost proposal (roughly six to eight pages), then requiring finalists to provide a revised cost proposal, work statement, and functioning prototype. 3. Conceptualize, propose, and pilot. Staged contracts allow evaluators to determine which contractor best understands their needs through a hands-on experience. 4. Show me the proto- type. Rather than sink a bunch of dollars into every new technology that comes along, issue contracts for a number of small, inexpensive proto- types that can be built and evaluated quickly. 5. Convert contracts into competitions. In milestone-based competitions, procurement officers carve up projects into smaller, technically feasible targets that are then opened up for competition to a pool of selected contractors. 6. IT procurement an attractive career choice. To get the best and the brightest into the profession, offer the same advancement and recognition potential as other career paths, especially ones that are perceived as more â mission oriented.â 7. Train procurement officers in digital acquisition. Focus on training acquisition officers to be flexible, adaptive, and innovative when it comes to digital procure-ment. 8. Tap into private sector expertise. Partnerships and industry days offer a few ways that government procurement executives can spend time with private sector counterparts to learn new procurement techniques. Tools and techniques 9. Bake-offs. An alternative to big multiyear awards, these are smaller awards to teams from different contractors, which foster competition, collaboration, and consistent performance. 10. Prizes and challenges. These can be quite effective at helping you engage a diverse, and often unexpected, group of problem solvers â better yet, you pay only for results. www.deliveringondigital.com
Delivering on Digital Deloitte 2016 Confronting the Cybersecurity Challenge Secure strategies 1. Identify the most attractive data targets for attackers. Gather your business leaders and threat intelligence experts and have them identify the top areas of cyber risk for your agenc 2. Use enterprise-level privacy officers to identify weak spots. Privacy officers can help determine which citizen data needs to be protected and why, by safeguarding citizen privacy and restoring trust when an incident occurs. 3. Monitor and audit third-party providers. Confirm vendors are complying with the data privacy and security stipulations in work agreements. Vigilent strategies 4. Stay up to date on the full range of tactics attackers employ. Expect breaches to occur, and create multiple layers of protection to render some breaches harmless. 5. Identify potential external and internal threats and risk profiles. Step into the shoes of potential security threats to better grasp the precautions you need to thwart them. 6. Improve risk management through collective intelligence. Share information about vulnerabilities, threats and remedies to build a cyber-community of governments, enterprises and security vendors. Resilient strategies 7. Create cyber-aware employee user experiences. Organizations that pay attention to user experience as they design their employee educational programs can quietly and unobtrusively guide users toward more vigilant and resilient behaviors. 8. Run simulations to glean insights on readiness. Conduct regular â fire drillâ simulations on your system to understand its weaknesses and improve it continually. 9. Evolve defense mechanisms. Develop threat-monitoring plans for early detection of incidents and be prepared to respond when incidents do occur. Also have an effective recovery plan so that operations can be up and running quickly after a cyber incident. 10. Identify your cyberattack point person. Choose a crisis officer to run the response during an all-out cyberattack. Stakeholder and talent strategies 11. Communicate the growing complexity of cyber threats. Clearly convey the nature and severity of cyber risks to agency and legislative leaders and other stakeholders. 12. Use private-sector partnerships to plug cyber skills gaps. Identify the skills and competencies you need to make your agency cyber-ready. 13. Make cybersecurity an attractive career option in government. Begin by mapping cybersecurity competencies and creating well-documented job descriptions. Tools and techniques 14. Cyber wargaming. Create interactive cyber-attack scenarios and immerse potential responders in them to evaluate preparedness and identify deficiencies. 15. Attack graph. Understand vulnerabilities within the network by depicting the ways in which an adversary can break in. 16. Whitelisting. It allows only trusted content and software to run on your system. 17. Honey pots and honey nets. These are fake computer systems used to dupe attackers and collect information on intruders. 18. Penetration test. This is an intentional attack on a computer system to understand its weaknesses and find ways to gain access to its features and data. www.deliveringondigital.com
Delivering on Digital Deloitte 2016 Design and execution in the digital age Design strategies 1. Use internal tools to encourage good design. Demonstrate the value of good design through better internal tools and apps. 2. Get out of the office and talk to real users. Firsthand knowledge of user needs and behavior can yield priceless design insights. 3. Decide the scale of your transformation. Based on your goals and resources, determine how big or small changes should be. Delivery strategies 4. Learn by doing. Whether itâ s agile sprints or design thinking, a hands-on approach can improve understanding and debunk myths and prejudices. 5. Show, donâ t tell. Letting stakeholders play with something tangible, even if itâ s not perfect, it helps them see the impact the digital product could have. 6. Modify agile for large projects. Develop multiyear roadmaps focused on strong governance, coordinating cross team dependencies, consolidated reporting and increased testing. Operational strategies 7. Use feedback loops to drive continuous improvement. Data analytics and user feedback provide opportunities to tweak and fine-tune services as well as the entire customer experience. 8. Deliver an experience, not just a service. Instead of one-size-fits-all approach- es, look for ways to achieve useful customization for different users. Well-designed digital services require a strong connectedness between: Ambition and scale: The desired level of transformation given the scale of the challenge/effort. Experience: The human interac- tions, emotions, and influences that drive engagement. Operational evolution: Changes to the organizational structure, effectiveness of employees and change management required to adapt operations. Tools and techniques 9. Customer journey map. Journey maps show the interaction of current pain points and point to oppor- tunities to improve the user experience. 10. Experience blue- print. This is another tool to illustrate and analyze the end-to-end customer experience. 11. Customer engagement plan. The customer engagement plan uses the journey map to understand opportunities to engage the custom- er across the journey, a three-phase process: attract, engage and extend. 12. Prototype spectrum. This spectrum represents a range of prototypes that can be used to define and validate concepts. 13. Protosketching. This is where design meets coding - proto- sketching provides a concrete way to review issues involving data, design and functionality. 14. Agile dashboard metrics. For large, complex projects, agile dashboards enable program leadership to track metrics across multiple scrums and see the comparative performance of the scrum teams. www.deliveringondigital.com
Delivering on Digital Deloitte 2016 Horizontal government Tackling duplication and overlap 1. Create a system of data exchanges. Creating an â enterprise systemâ is about creating systems of systems built around data exchanges and with a common understanding of how that shared data is defined. 2. Focus on peopleâ technology is the easy part. Digital transformation in government is as much about people as it is about technology â get your people strategy right, and seek buy-in from key stakeholders before embarking on any large-scale transformation. 3. Build a common technology infrastructure. The latest-generation devices, Web and collabo- ration tools, and robust Wi-Fi are prerequisites to any transformation. 4. Phase out legacy systems gradually. Move users to the new system in phases, growing it with each iteration. Data layer 5. Use data to drive change. Data can be your biggest ally when making big changes or attempting to solve complex problems. 6. Burn down data silos. Make data-sharing the spark that burns down silos within and between departments. 7. Share your success by going open-source. Building systems using open-source technologies requires a mindset shift. 8. Tap into unstructured data. Government will continue to remain the largest producer of data and, in most cases, structured data. Identity management 9. Seek public-private partnerships. Work with outside providers to verify identities. 10. Build trust by engaging with external stakeholders. Another way to defuse privacy objections is to develop identity management systems in consultation with privacy groups. 11. Allow citizens to opt in for better customer service. Citizens who want better, faster customer service from government can â opt inâ by giving explicit permission to share their information across agencies and levels of government. 12. Create stronger identities by leveraging a variety of data. While more data means more risk, it also allows citizens to create more reliable, trustworthy digital identities based on a wider range of information, thus improving overall security. 13. Establish a project management office for identity management. Typically each government agency manages a multi- tude of access management protocols, expand the use of existing agency credentials. Tools and techniques 14. Business architecture. Create an inventory of processes that can be used to help de-silo functional conversations and tie customer needs to organizational capabilities. 15. Proof of concept. The best way to show the advantages of hacking the silos is to start small, with a single line of business within the agency. 16. Service-enable every- thing. Allow one computer program to communicate with another, allow a govern- mentâ s core IT assets to be reused and shared. 17. Automated refactoring. Automated refactoring provides a way to restructure and migrate multiple legacy mainframe applications into a modern environment. 18. Identity and access management gap analysis. This internal exercise maps your identity-manage- ment target state with the current state operations, processes, and infrastructure by highlighting the gaps to address through a multi-year strategy roadmap. www.deliveringondigital.com
Delivering on Digital Deloitte 2016 Success strategies Imagining a New Future 1. Ride the disruption wave, donâ t avoid it. In an environment defined by constant change and frequent disruption, itâ s vital to not just keep up with disruptive change but to capitalize on it. 2. Create horizon scanning capability. Making sense of the ever-changing technology landscape can be daunting, but technology itself may provide some potential answers in the form of useful new tools. 3. Work around legacy systems. The idea is to migrate while also being able to reengineer the business processes and services but keep pushing data back to the old system, which continues to house data. When the majority of services are working on the new platform, the data can be moved over and the legacy system, decommissioned. 4. Build partnerships and ecosystems. Co-creation and collaborative efforts with universities, innovation labs, private sector organizations, or even willing citizens could help bright spots and pockets of innovation scale at a faster pace. 5. Flip orthodoxies/Change your lens. When approaching redesign, start with a clean slate and an open mind. More importantly, start with the user at the center of your redesign. 6. Fail fast, fail quickly. To adapt faster to rapid advances in technology, make test-fail-learn-and- test-again a virtuous cycle in government. Tools and techniques 7. Design thinking or human centered design. Build a deep understanding of users and their problems and then generate ideas, build prototypes and test those with users before developing and launching a service or product. 8. Business model generation canvas. This downloadable tool and web app allows users to describe, design, challenge, invent, and pivot their business models. A pre-structured canvas lays out the nine building blocks of any business model; users can then visualize and modify their own model in a single view using the canvas. 9. Disruptive hypothesis. One way to unlock innovative thinking is to create a disruptive hypothesis. This often starts with asking â What if . . . ?â 10. Innovation labs. Public sector innovation labs devise products and solutions to societal and public problems, while providing a â safeâ space for innovation, collaboration, learning, and incremental experiments to take place. 11. Ethnographic research. By observing target users in their natural, real-world setting, instead of an artificial environment or focus group, ethnographic research provides more authentic insights into routine user behavior. www.deliveringondigital.com
