1 / 95

ICT and Organisational Change

ICT and Organisational Change. Friday 10 th October | Park Avenue Hotel, Belfast | 09.30 – 13.30. Welcome and Opening Remarks. David Kelly | Chair | SOCITM Northern Ireland. Isn’t it Great to Integrate?. Martin Taylor | Chairman | The Cloud Communications Council.

rahim-pennington
Télécharger la présentation

ICT and Organisational Change

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. ICT and Organisational Change Friday 10th October | Park Avenue Hotel, Belfast | 09.30 – 13.30

  2. Welcome and Opening Remarks David Kelly | Chair | SOCITM Northern Ireland

  3. Isn’t it Great to Integrate? Martin Taylor | Chairman | The Cloud Communications Council

  4. Isn’t it Great to Integrate? Integration in the public sector

  5. Integration in the Public Sector Introducing The Cloud Communications Council Thought leaders in local govt. communications Comprised of local council representatives Microcosm of challenges facing public sector

  6. Integration in the Public Sector Public sector diversity Public sector responsible for wide range of services Different functions and priorities Common organisational challenges

  7. Public Sector Diversity Public sector challenges Desire to do more with less Need to increase efficiency, reduce costs Organisations and services are merged Local government in NI a prime example

  8. Isn’t it Great to Integrate? Integrating channels of communication

  9. Integrating Channels of Communication Today’s diverse communications environment

  10. Integrating Channels of Communication Challenges Cross-channel consistency can be challenging Voice well developed, but costly Difficulty of providing SLAs for email Web chat, SMS and social media usually siloed.

  11. Integrating Channels of Communication Challenges These difficulties may lead to: Costly duplication Inconsistent citizen experience Problems accessing critical information.

  12. Integrating Channels of Communication What are the Solutions? Cloud technology may offer: Cost reduction Consistent citizen experience Easy, secure access to data.

  13. Isn’t it Great to Integrate? Integrating information systems

  14. Integrating Information Systems The Challenges • Councils operate wide range of services: • Revenues & benefits • Housing • Adult & child social care • Environmental services • Planning • Parking • Data systems often procured on per-service basis.

  15. Integrating Information Systems The Challenges • This may lead to: • Laborious data management • Varying levels of security • Problems sharing data internally and externally.

  16. Integrating Information Systems Data Siloes

  17. Integrating Information Systems How might cloud help solve this?

  18. Integrating Information Systems The Cloud Solution Integration of information systems in the cloud: • Not only ties informationtogether • But also joins information systems tocommunications. The cloud delivery model could be the ideal vehicle for achieving these results.

  19. Isn’t it Great to Integrate? Discussion

  20. Isn’t it great to integrate? Discussion “How can I be assured that a cloud solution offers the levels of security my council needs?” “How can cloud communications integrate with my back-office systems?” “How can I create consistent reporting across multiple, isolated channels?”

  21. End of Presentation Thank You

  22. Organisational Change in the Public Sector Dr Joanne Murphy | Lecturer & Change Specialist | Queen’s University Belfast

  23. Change in the Public Sector: Why is it so Hard? Dr Joanne MurphyQueen’s University Management School

  24. So, for the next 20 minutes • Who am I? • Why am I talking to you about public sector change? • What are we going to (v quickly) do? • And why it might matter….

  25. What do we mean by Change? • Change occurs when the state of something is altered or modified.It involves moving from one state to a different state. Degree of change Discontinuous change time

  26. Punctuated equilibrium is the dominant pattern of change equilibrium : periods of low intensity change This is the dominant pattern of change because a number of factors act to limit the degree of change that occurs in the periods of low intensity change

  27. Organisations as Open Systems Most social organisations are open systems i.e. they are open to the influences of the external environment on which they depend for survival and success. If organisations do not appropriately interact with, and adapt to, the external environment then they will wither and die.

  28. What do we know about Change in the Public Sector? (and is it different?) • Different Challenges – public accountability, demonstrating value for money, increasing expectations regarding service labels and quality from both public and politicians • Boundary between public and private sector increasingly ‘hazy’ • Not one approach that works all the time • Two main approaches – Planned v Emergent • Also ‘Bold Stroke’ or ‘Long March’ (Kanter 1992)

  29. Change Dimensions:Laminated and interconnected • Societal (Wicked problems) • Organisational • Individual • And all the spaces in between

  30. Wicked Problems

  31. Organisational Realities • Practical Drift -

  32. Do as I say……

  33. Culture Change

  34. Individual • Leadership is inescapable • Change is psychologically very difficult • Pacing matters (Kotter) • Studies have found a link between the magnitude of life changes – irrespective of the desirability of the changes – and illness susceptibility - This relationship can be moderated by individual differences (e.g. hardiness and self esteem) and past experience • Organisational power and politics are tough • Organizational change involves a change in situational factors (such as technology, structures, and systems) and a series of personal transitions for all those affected • Resistance is ever present

  35. Getting it to stick • Kanter’s Law • Resilience – the other big thing • Boundary spanners – and why they are invaluable • What does success look like?

  36. Questions / Comments Keep in touch! • Joanne.Murphy@qub.ac.uk • Twitter @changeresearch • LinkedIn https://www.linkedin.com/pub/joanne-murphy/5/473/2b1

  37. Communications Integration Joe Bradley | Executive Director – Services | Northgate Information Services

  38. The cloud as a platform for Shared Services Joe Bradley Northgate Public Services Socitm NI – Belfast Friday 10th October 2014

  39. Agenda • Introduction • Evolution of Shared Services • Northgate Journey • The Alliance • Blue Badge • Local Welfare Provision/Discretionary Assistance Fund • HGV Levy • Summary

  40. Change, change, change ....... Can’t sleep at night The next 5 years will see: • Budgets continuing to be cut • Exiting expertise and knowledge • Unpredictable and changing demand • Major legislative change to deliver • No money to invest • Meeting customer expectations • Reducing change capacity There must be a solution

  41. Shared Services Through Cloud “Enabling you to fully utilise innovations and more effectively tackle challenges by acting as a networked community” Provides • Internet accessible applications • Software delivered as a service • Fully managed applications • Community collaboration • Virtual working • Flexible resourcing models • Governance ‘lite’ sharing Delivers • Flexibility and responsiveness • Supports organisational change • Improved productivity • Increased Community and Third Sector engagement • Changed behaviour • More for less Results in a better night’s sleep ....but on top of that....

  42. Traditional Sharing to support Organisational Change

  43. The Alliance • The Alliance • 7 year shared ICT service • Software consolidation • Intelligent IVR • eCapture for R&B • Housing transformation • Additional ICT transfer • 3 year extension • Procurement transformation • Exploring: • Digital mailroom • BYOD agile working

  44. Blue Badge addressing Change Management

  45. The Challenge 3,000,000 badges Fraud costing £46m pa 3 Governments 206 Local Authorities 5000 Users Plethora of systems Inconsistent service No data sharing Short timeframe 6 mths No budget

  46. What was delivered through the cloud A better high quality secure badge A GB database to help combat fraud A system for easy badge requests Integration with existing systems An online form & payment facility BBIS Unit for core & opt in services A national helpline A secure network

  47. Measurable Outcomes

  48. Social Fund addressing Legislative and Cultural Change

  49. Social Fund - Background • From April 2013 elements of the Social Fund were abolished • Community Care Grants • Crisis Loans for Living Expenses • Replaced by a local funds devolved to: • Welsh Government • Scottish Government • Local Authorities in England • Themes • Partnership delivery models including Third Sector • Qualifying criteria • Grants not loans • Goods and services over cash

More Related