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Think Digital - developing agile, responsive organisations | Dave Briggs | October 2014
Think Digital 
Developing agile, responsive organisations 
! 
Dave Briggs
Here’s me 
• Email: dave@worksmarthq.com 
• Blog: http://da.vebrig.gs/ 
• Newsletter: http://daveslist.io/ 
• Twitter: http://twitter.com/davebriggs 
• LinkedIn: http://uk.linkedin.com/in/davebriggs/
Think Digital - developing agile, responsive organisations | Dave Briggs | October 2014
What is digital? 
By digital we mean the 
delivery of information, 
interactions and 
services over the 
internet.
What is digital? 
In addition to this, it 
refers to the activities, 
behaviour and 
attributes that help 
deliver excellence in 
digital projects. 
https://flic.kr/p/hP6VzF
In other words 
What can government learn 
from… 
• Amazon 
• Google 
• Apple 
• Netflix 
…about the way we do our 
work?
10 Think Digital ideas 
! 
http://da.vebrig.gs/think-digital/
1. You need strategy, 
leadership and capability 
• To get your organisation thinking digitally, you need 
to have all three of these things in place. 
• Strategy sets the direction that everyone buys into 
and works towards. 
• Leadership provides the permission, the examples 
and the access that people need. 
• Capability spreads the mindset and skills to 
everyone who needs them.
2. Death of one size fits all 
• The days when a single solution works for everyone in every 
circumstance is over - if it ever existed. 
• Increasingly we see technology companies “unbundling” their 
services - breaking up single applications that deliver everything 
into distinct tools that do one thing well. 
• This is true for the services that all organisations offer. A single 
defined process or way of accessing a service cannot work for 
everyone and differentiation will be vital. 
• It is also true of the tools that people will use to do their work. 
One project management tool cannot suit every task or every 
person. So it’s pointless to mandate use of a single tool.
3. User need 
• Before any piece of work is started, ask the 
question of what the user need is. In whose interest 
is this project? 
• Too often things are done because it suits the 
organisation and its needs, without thinking about 
who is really benefiting. 
• If your users’ needs are not being met by a piece of 
work, you’ll probably be better off putting that effort 
into something else.
4. Should you be doing this? 
• Before any piece of work is started, ask the 
question of whether this is your, or your 
organisation’s, role to deliver this product or 
service. 
• Is someone else already doing it, or better placed 
to deliver it? 
• In an age of constraints, it’s important not to be 
spread too thinly. Don’t let pride get in the way of 
helping others to help you.
5. Start small 
• Organisations are facing massive challenges. They are 
daunting in their scale and complexity. 
• The answer is not to tackle them in their entirety, but to 
break them down to the minimum viable scale. 
• This will enable you to work faster, cheaper and deliver 
quickly. It will also significantly reduce the levels of risk 
involved. 
• Think what small actions you can take that could have 
a big impact.
6. Release early, release 
often 
• As Steve Jobs said, “real artists ship”. An idea is 
worth nothing if it doesn’t become reality. 
• By getting a product or service out quickly, you can 
learn from users whether you are doing the right 
thing, or where improvements can be made. 
• Better to know about your mistakes earlier than 
later. Especially if it means you need to be doing 
something completely different.
7. Hire the right people 
• Culture comes from the people in your organisation. 
• No vision, or strategy, or staff engagement exercise 
will have the same impact on your culture as hiring 
the right people in the first place. 
• Hire for attitude, not skills or experience. Both skills 
and experience can be learned. Not so with attitude. 
• What are the attitudes we are looking for? Curiosity, 
willingness to learn, cooperation, openness.
8. Manage by outcome 
• As well as hiring the right people, culture can be 
developed by the way those people are managed. 
• Managing by outcome means you leave you people alone 
to deliver by the means they choose. After all, they were 
appointed to do this job, so should have a good idea how 
to do it. 
• It means allowing people to work flexibly, from locations 
they choose, using tools that they choose. 
• Most importantly it means that you and your staff know and 
understand what their target outcomes actually are.
9. Collaboration is key 
• No organisation can do everything on its own. It needs 
to work with others, in a grown up way. 
• This means being open about capability and capacity. 
What can you bring to the party? Do you have the 
resources and time to do it properly? 
• Many partnerships involve organisations doing what 
they were doing anyway, separately, then meeting up to 
talk about it every so often. 
• That’s not collaborating.
10. Open wins 
• Openness is key to working in a digital environment. 
• Being honest and truthful with yourself, colleagues, 
customers and partners will save time, money and 
anguish in the long term. 
• Be open about where you are, what you are doing, 
what problems you are facing. Allow others to get 
involved and help out where they can. 
• The internet has a habit of routing around censorship. 
Don’t try and fight it, think digital and be open.
Capability at DH 
Leaders' 
Champions' 
Passport'
The passport 
Understanding what digital means to 
someone working here 
Knowledge of common digital tools and 
how they can help you do your job 
To recognise that digital applications work 
in predictable ways using familiar designs 
and to use this knowledge to experiment 
confidently with new systems 
Understanding what ‘agile’ project 
management is and how it helps to deliver 
projects and services 
Understanding what your users want and 
designing products and services to meet 
their needs 
Recognition of the importance of good 
content and the ability to write for 
maximum understanding 
Recognition and understanding of the 
value of evidence based decision making 
and planning 
Ability to recognise good quality digital 
work and projects from our organisation 
and beyond 
An understanding that there are different 
ways of keeping information properly 
secure 
Knowing where to find digital help and 
support in and outside the organisation
Rules for delivery 
• in context - learning should be delivered to people in the context in which 
they would be using that learning and not in classrooms 
• task orientated - learning must be focused on the tasks people want to 
complete, rather than being conceptual or so high level that it requires a 
lot of work to make it relevant 
• timely - learners need to get the skills and knowledge they need when 
they need it, not weeks or months in advance when most likely it will be 
forgotten 
• accessible - learning should be delivered in a way that learners can 
access it when they want, where they want 
• scalable - we need to be able to deliver learning to large groups of people
Get in touch 
• Email: dave@worksmarthq.com 
• Blog: http://da.vebrig.gs/ 
• Newsletter: http://daveslist.io/ 
• Twitter: http://twitter.com/davebriggs 
• LinkedIn: http://uk.linkedin.com/in/davebriggs/

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Think Digital - developing agile, responsive organisations | Dave Briggs | October 2014

  • 2. Think Digital Developing agile, responsive organisations ! Dave Briggs
  • 3. Here’s me • Email: dave@worksmarthq.com • Blog: http://da.vebrig.gs/ • Newsletter: http://daveslist.io/ • Twitter: http://twitter.com/davebriggs • LinkedIn: http://uk.linkedin.com/in/davebriggs/
  • 5. What is digital? By digital we mean the delivery of information, interactions and services over the internet.
  • 6. What is digital? In addition to this, it refers to the activities, behaviour and attributes that help deliver excellence in digital projects. https://flic.kr/p/hP6VzF
  • 7. In other words What can government learn from… • Amazon • Google • Apple • Netflix …about the way we do our work?
  • 8. 10 Think Digital ideas ! http://da.vebrig.gs/think-digital/
  • 9. 1. You need strategy, leadership and capability • To get your organisation thinking digitally, you need to have all three of these things in place. • Strategy sets the direction that everyone buys into and works towards. • Leadership provides the permission, the examples and the access that people need. • Capability spreads the mindset and skills to everyone who needs them.
  • 10. 2. Death of one size fits all • The days when a single solution works for everyone in every circumstance is over - if it ever existed. • Increasingly we see technology companies “unbundling” their services - breaking up single applications that deliver everything into distinct tools that do one thing well. • This is true for the services that all organisations offer. A single defined process or way of accessing a service cannot work for everyone and differentiation will be vital. • It is also true of the tools that people will use to do their work. One project management tool cannot suit every task or every person. So it’s pointless to mandate use of a single tool.
  • 11. 3. User need • Before any piece of work is started, ask the question of what the user need is. In whose interest is this project? • Too often things are done because it suits the organisation and its needs, without thinking about who is really benefiting. • If your users’ needs are not being met by a piece of work, you’ll probably be better off putting that effort into something else.
  • 12. 4. Should you be doing this? • Before any piece of work is started, ask the question of whether this is your, or your organisation’s, role to deliver this product or service. • Is someone else already doing it, or better placed to deliver it? • In an age of constraints, it’s important not to be spread too thinly. Don’t let pride get in the way of helping others to help you.
  • 13. 5. Start small • Organisations are facing massive challenges. They are daunting in their scale and complexity. • The answer is not to tackle them in their entirety, but to break them down to the minimum viable scale. • This will enable you to work faster, cheaper and deliver quickly. It will also significantly reduce the levels of risk involved. • Think what small actions you can take that could have a big impact.
  • 14. 6. Release early, release often • As Steve Jobs said, “real artists ship”. An idea is worth nothing if it doesn’t become reality. • By getting a product or service out quickly, you can learn from users whether you are doing the right thing, or where improvements can be made. • Better to know about your mistakes earlier than later. Especially if it means you need to be doing something completely different.
  • 15. 7. Hire the right people • Culture comes from the people in your organisation. • No vision, or strategy, or staff engagement exercise will have the same impact on your culture as hiring the right people in the first place. • Hire for attitude, not skills or experience. Both skills and experience can be learned. Not so with attitude. • What are the attitudes we are looking for? Curiosity, willingness to learn, cooperation, openness.
  • 16. 8. Manage by outcome • As well as hiring the right people, culture can be developed by the way those people are managed. • Managing by outcome means you leave you people alone to deliver by the means they choose. After all, they were appointed to do this job, so should have a good idea how to do it. • It means allowing people to work flexibly, from locations they choose, using tools that they choose. • Most importantly it means that you and your staff know and understand what their target outcomes actually are.
  • 17. 9. Collaboration is key • No organisation can do everything on its own. It needs to work with others, in a grown up way. • This means being open about capability and capacity. What can you bring to the party? Do you have the resources and time to do it properly? • Many partnerships involve organisations doing what they were doing anyway, separately, then meeting up to talk about it every so often. • That’s not collaborating.
  • 18. 10. Open wins • Openness is key to working in a digital environment. • Being honest and truthful with yourself, colleagues, customers and partners will save time, money and anguish in the long term. • Be open about where you are, what you are doing, what problems you are facing. Allow others to get involved and help out where they can. • The internet has a habit of routing around censorship. Don’t try and fight it, think digital and be open.
  • 19. Capability at DH Leaders' Champions' Passport'
  • 20. The passport Understanding what digital means to someone working here Knowledge of common digital tools and how they can help you do your job To recognise that digital applications work in predictable ways using familiar designs and to use this knowledge to experiment confidently with new systems Understanding what ‘agile’ project management is and how it helps to deliver projects and services Understanding what your users want and designing products and services to meet their needs Recognition of the importance of good content and the ability to write for maximum understanding Recognition and understanding of the value of evidence based decision making and planning Ability to recognise good quality digital work and projects from our organisation and beyond An understanding that there are different ways of keeping information properly secure Knowing where to find digital help and support in and outside the organisation
  • 21. Rules for delivery • in context - learning should be delivered to people in the context in which they would be using that learning and not in classrooms • task orientated - learning must be focused on the tasks people want to complete, rather than being conceptual or so high level that it requires a lot of work to make it relevant • timely - learners need to get the skills and knowledge they need when they need it, not weeks or months in advance when most likely it will be forgotten • accessible - learning should be delivered in a way that learners can access it when they want, where they want • scalable - we need to be able to deliver learning to large groups of people
  • 22. Get in touch • Email: dave@worksmarthq.com • Blog: http://da.vebrig.gs/ • Newsletter: http://daveslist.io/ • Twitter: http://twitter.com/davebriggs • LinkedIn: http://uk.linkedin.com/in/davebriggs/