Aberdeen City offer a case study detailing how to go about planning business transformation driven by digital strategy.
The full strategy plan is detailed in this report. Building on their Digital Transformation Strategy Being Digital this report establishes the linkages between the digital program and the Council’s overall strategy and goals, notably the Local Outcome Plan, which seeks outcomes such as tackling poverty and inequality and accelerating small business growth.
This will build on the developing approach to regeneration priorities, the work of the Health and Social Care Partnership and the inclusive economic objectives contained within the Regional Economic Strategy.
Target Operating Model
How the digital strategy will be implemented to support these goals is articulated through a comprehensive Target Operating Model, defining the Digital Transformation Blueprint, intended to achieve a primary overall goal of delivering up to £125 million of benefits realisation (or savings) over five years (2018/19 to 2022/23).
Digital Programmes defines the combined implementation of people, organization and technologies that are aligned towards the high level goals such as Aberdeen Prospers and Children Are Our Future.
- Digital customer and community – Primary methods of engaging with citizens and delivering online services.
- Digital workforce – Staff working and collaboration.
- Digital supply chain and assets – The smart city framework for IoT asset tracking.
Digital Outcomes describes the types of benefits and results that the Digital Programmes are intended to achieve.
This explores high level use cases and begins to ask the questions of how they would be fulfilled, for example:
Outcomes focused delivery models, underpinned by Digital platforms.
What this could mean
Using digital solutions to enable Services to become a ‘broker’, matching customer need with supply, rather than delivering the service itself e.g. Homecare.
Enabling collaboration around a family, using digital solutions to draw key data into a single place and allow professionals (cross-organisation) to work securely together to deliver better outcomes.
- Do we encourage and reward customer driven service delivery?
- Are we ready to implement new business/ delivery models?
- Where will these new models deliver most value?
The Capability Map defines the business capabilities needed to fulfil the programmes, such as:
- Information and advice – In and outbound.
- Transactions and self-service.
- Assessment and eligibility.
- Staff portal, for self-service delivery
- Second/ third response – Transaction processing, case management
The Roadmap charts how Aberdeen will progress from their current position to this future state, across three main phases, which encapsulate a number of key deliverables:
Phase 1 – Foundation
Establish the fundamental building blocks, such as:
- Skills audit and delivery plan rollout.
- Procurement of new Customer Portal and CRM.
- Agree Assisted Digital strategy.
Phase 2 – Transition
Begin implementation of digital services, such as:
- Implement ‘My Account’ for customers.
- Implement process automation.
Phase 3 – Optimization
Ongoing enhancement, delivering:
- Community engagement to deepen citizen participation.
- Expand ‘My Account’ to wider group of stakeholders.