Digital Transformation at Scale

Digital Transformation at Scale : Why the Strategy Is Delivery

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Organisations that grew up on the web have changed our attitude to the services we rely on every day. We expect them to work, be simple, cheap or free. They have done this by perfecting new technologies, practices, cultures and business models. However, organizations founded before the Internet aren't keeping pace - despite spending millions on IT. Faced with the digital revolution, many people working in large organisations instinctively see its consequences as another layer of complexity. To some of them, `digital' promises a better fax machine, a quicker horse, a brighter candle. In fact, digital is about applying the culture, practices, business models and technologies of the Internet era to respond to people's raised expectations. It is not a new function. It is not even a new way of running the existing functions of an organisation, whether those are IT or communications. It is a new way of running organisations. A successful digital transformation makes it possible not only to deliver products and services that are simpler, cheaper and better, but for the organisation as a whole to operate effectively in the online era.

This book is a guide to building a digital institution. Based on experience and not theory it explains how a growing band of reformers in businesses and governments around the world have helped their organisations pivot to this new way of working, and what lessons others can learn from their experience. It is based on the authors' experience designing and helping to deliver the UK government's successful `Government Digital Service'. The GDS was a new institution made responsible for the digital transformation of government, designing public services for the Internet era. It snipped GBP4 billion off the government's technology bill, opened up public sector contracts to thousands of new suppliers, and delivered online services so good that citizens chose to use them over the offline alternatives, without a big marketing campaign. Other countries, and private sector companies too, took note. Here is a simple map to navigate a path through the blockers, buzzwords and bloody-mindedness that doom analogue organisations.
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Product details

  • Paperback | 224 pages
  • 138 x 216 x 25.4mm | 385.55g
  • London, United Kingdom
  • English
  • 12 colour illustrations
  • 1907994785
  • 9781907994784
  • 29,505

Review quote

'Now more than ever we need to take the chance to shape the digital world as it shapes us. All governments and large organisations must take part. The story in this powerful book is essential reading.' - Martha Lane Fox, Baroness Lane-Fox of Soho; 'The transformation the authors led in the UK sparked change around the world, including in the Obama White House. Their approach broke open decades of dysfunction and made the public believe in government. That belief is foundational to our democracy.' - Jen Pahlka, Executive Director of Code for America; 'Business transformation is hard. Government transformation is harder. But both must make the transition to the digital age if they are to thrive. This is THE invaluable guide to bringing legacy institutions into the twenty-first century.' - Tim O'Reilly, Founder and CEO, O'Reilly Media; 'The Government Digital Service was one of the great unsung triumphs of the last Parliament. This book is indispensable for any leader looking to emulate that success.' - David Cameron, Prime Minister of the United Kingdom (2010-15); 'An important and timely book. Dealing with government online should be as easy as ordering from Amazon. The UK model - acting like a start-up rather than a traditional government agency - is one from which all big organisations should learn.' - Malcolm Turnbull, Prime Minister of Australia (2015-).
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About Andrew Greenway

All four authors are Partners in Public Digital Ltd. Public Digital helps large international organisations, governments and senior leaders to deliver digital transformation at scale.

Andrew Greenway is a former government official who worked in five UK central government departments, including the Government Digital Service, before joining the Senior Civil Service aged 27. He led the development of the UK government's digital service standard and Design Manual, and wrote the Digital Efficiency Report. He now writes for several UK and international publications on government, digital and institutional reform.

Ben Terrett was Head of Design at the Government Digital Service, where he led a multidisciplinary team working across government that developed and delivered the GDS Design Principles and GOV.UK's Design of the Year award in 2013. Before working in government, Ben was Design Director at Wieden + Kennedy and co-founder of The Newspaper Club. He is a Governor of the University of the Arts London, a member of the HS2 Design Panel and an advisor to the London Design Festival. He was inducted into the Design Week Hall of Fame in 2017.

Mike Bracken was appointed Executive Director of Digital for the UK government in 2011. He was responsible for overseeing and improving the government's digital delivery of public services. After government, he sat on the board of the Co-operative Group as the group's Chief Digital Officer. Before joining the civil service, Mike worked at Guardian News & Media as Digital Development Director, and helped set up the e-democracy organisation MySociety.

Tom Loosemore wrote the UK's Government Digital Strategy, and served as the GDS's deputy director for five years. He led the early development of GOV.UK, the single website for UK government that now receives over 12 million visits a week. Outside government, Tom has also worked as the Director of Digital Strategy at the Co-Operative Group, as a senior digital advisor to OFCOM, and was responsible for the BBC's Internet strategy between 2001 and 2007
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Rating details

104 ratings
4.27 out of 5 stars
5 42% (44)
4 43% (45)
3 13% (14)
2 1% (1)
1 0% (0)
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