Fix your boring, but immediate problems first

When GDS started in 2011, mobile apps were that day’s special on the fad menu. Ministers all wanted their own. Top officials thought they sounded like a great idea. Delighted suppliers queued up to offer their services to government. We’ll talk about apps in more detail later. For now, all you need to know is that GDS blocked 99% of requests for them. Government wasn’t ready for apps, because the people asking for them didn’t really know what they were for. They just sounded good. The blogpost explaining the apps policy, written by Tom Loosemore in 2013, quickly became the digital team’s most widely read post. 16 We have seen too many chief executives and department heads proudly explain their organisation’s pioneering work on artificial intelligence, say, while in the same breath conceding their back office systems can’t reliably pay employees on time. Or running pilots with connected devices while thousands of their customers still post them cheques. This is not to say that preparing for the future isn’t right and good. Responsible leaders need to keep their eyes on the horizon. The successful leaders are those who can do this while remaining mindful their view will be ruined if they step in something disgusting lying on the floor.

from “Digital Transformation at Scale: Why the Strategy Is Delivery (Perspectives)” by Andrew Greenway, Ben Terrett, Mike Bracken, Tom Loosemore

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