7. Lessons Learned
• Google searches
• Lessons learned = 39.7 million hits
• We fail to LL = 29.2 million hits
• Lessons learned = identify lesson & act on it **
• Identify lessons by assessing the:
– context
– event
– causes (root causes and critical success factors)
• Act on lessons
** Milton N (2010) The Lessons Learned Handbook
http://
www.amazon.co.uk/The-Lessons-Learned-Handbook-Knowledge-Based/dp/1843345
8. British Journal of Healthcare
Management Dec. 2010
T
D OU
HAN
Moulds Management Consulting Ltd
9. 2 lessons identified Capabilities
Business Cases
•list all major risks, issues and lessons identified
from at least one reference site visit for each
option
Decision Making & Governance
•ensure the project sponsor is a role model on how
to raise and resolve difficult issues
10. CFG 2011 Risk report ‘Managing Risk:
Operating in the new world’
…that there is a fundamental imbalance between
supply and demand in the not-for-profit sector
…charities are seeing growing demand for their
services but are unable to invest enough to provide
these services effectively
…little sign of the situation improving in the
foreseeable future
…..many charities are faced with a business model
that no longer works in the longer term.
http://www.cfg.org.uk/news/press-releases/2011/november/charities-facing-uphill-struggle-to-meet-demands-and-
manage-risks.aspx
11. The Royal British Legion
• Armed Forces Sector
• TRBL Group of Charities
• Business IT investment to
support new Operating
Model
12. Armed Forces Charities - 2007/08
Political Economic
Iraq War 2003 -2011 Lehman Brothers filed for Chapter 11
Afghanistan War 2001- to date bankruptcy protection on September
USA,UK Australia, and the Afghan 15, 2008.
United Front - Operation Enduring
Freedom.
Social Technological
Rapid growth in use of social media Emergence of hi tech artificial limbs
e.g. Facebook generation
June 2007 , the Pew Global Attitudes Web 2.0 becoming mainstream
Project found international opposition
to the war in Afghanistan . Only 4 / 47 Sept. 2008
countries favoured keeping foreign 1504 M internet users, 22.5% of world pop.
troops in Afghanistan Compared to Dec. 2000
Significant empathy and expectations 361 M internet users, 5.8 % of world pop
for UK armed forces
13. Royal British Legion 2007/08
Strengths Opportunities
•Brand •Political
•Financial •Economic
•75% market share •Social
•Technology
Weakness‘ Threats
•Inward looking •Political
•Little focus on ‘market’ •Economic
•Social
•Technology
14. Armed Forces Charities 2011
• Royal British Legion Founded 1921
– Market share from 75% to 55%
– Income broadly static
– Brand 4th in top 125 Charities
– Pathway 4 Growth – for beneficiaries
• Help for Hero’s Founded 2007
– Income £50 m, market share c. 20%
– Brand 5th in top 125 Charities
15. TRBL Business & Operating Model
for Services
From To
Primarily face to face Face to face, on phone
online & self service
Limited reach & depth Very low marginal costs
Few national customer National output and
standards outcome standards
16. TRBL Challenges & Lessons
• Challenges • Lessons Identified
– Disconnect between – Build personal relationships
functions including IT
– Importance & relevance – Integrated IT assets =
of IT Architecture benefits for business model
not just functionality
• Access
• Business Systems
• Data, data, data ……
– Capability & Capacity
– Balance Demand & Supply
• Partnership
• Cloud based solution
17. Questions & Comments
• Richard Moulds
• Interim CIO, Royal British Legion
• rmoulds@britishlegion.org.uk
• http://www.linkedin.com/in/rich
ardmoulds
• M: 07834 320979
Hinweis der Redaktion
An unavoidable hankering to be overambitious (Overambitious) A feeling among IT managers that they should know it all and cannot admit when they don’t (Pride) A belief among the entire project team that computerisation must be a good thing (Presumption) A CEO who is in the best position to judge an IT project because s/he knows nothing about computers but fails to intervene-because s/he knows nothing about computers (Pusillanimity) A readiness to accept it will be all right on the night assurances from suppliers –assurances that suppliers studiously avoid writing down (Credulity) An overreliance on consultants – who may have a vested interest in prolonging ills (Consultancy) An avoidance of cheap, proven of the shelf packages in favour of custom built software or tailoring a standard, proven package (Tailored Software) An unwillingness of management to impart bad news to the board – mainly because the Board will make known its resentment of anyone who tries (Concealment) The buck stops nowhere (Buck Passing) A mistaken belief that the contract makes it easy to sue the supplier if it all goes wrong (Lawyers)