It’s probably OK:
In any organisation that’s been around for a while, ways of doing things build up and often disconnect from the reasons they were put in place. Things are cited as “rules” which are really just norms. We had to get really good at working out the difference, and on pushing back on some of those rules to get to the core principles.
Get involved with the backend people:
I know of one government project where the digital team couldn’t even add one extra textbox to their address fields, something users were complaining about, because the backend IT teams were too busy to make the change.
Working with the end user changes staff for the better:
I’ve talked to a lot of teams in large organisations who have taken all the right steps in moving to agile but are still having trouble motivating their teams, and the missing piece is almost always being exposed directly to your users. Whether they’re end customers, or internal users, there’s nothing like seeing people use your products to motivate the team to make them better.
Original source: Lessons from the UK Government’s Digital Transformation Journey
‘Amazon has “all the tools to succeed” and is a bigger threat than Alphabet Inc.’s Google, which also made a play for the U.K. price-comparison industry a few years ago’
For the change or die files.
Original source: Amazon takes aim at U.K. insurance market | Digital Insurance
“In an organisation like a local authority this is especially tough as they are such disparate entities. Think about it, in what strange universe does it make sense for a single organisation to collect taxes, deliver social care, pick up bins and operate transport? None of these and many of the other services councils deliver have much to do with each other, apart from the coincidence of local delivery… Coming up with a single vision or operating model for such an organisation is pretty tricky therefore, which makes it less likely that transformation teams are going to get one. So, without a clear destination, what should they be doing?… I think the key is to think of councils – and other similar organisations – as groups of individual businesses, rather than a single cohesive organisation.”
Original source: Do you need a corporate vision in government IT?
Defining and dealing with legacy IT, from a UK government perspective:
“Most organisations have an overarching IT strategy in line with their business strategy but some are taking an alternate approach to legacy. A common tactic is to migrate the business away from legacy in small parts, rather than all at once.”
Original source: Understanding legacy technology in government
When you can put our releases weekly, how do you channel the feedback to government policy and laws? We’re used to policy being static, and slow. But with a small batch approach, you could experiment and change policy, just like you can the software.
It’ll likely be a long, long time before that happens, but it’d be a lot cooler if it did.
Original source: Making public policy in the digital age – digital HKS
“While UK insurers are investing in tech and providing digital services, the majority are light years behind Amazon,” noted Davies. “If insurers are not careful, they may be pushed out of having a direct relationship with customers and be relegated to the role of a price-driven risk carrier at the back end (assuming Amazon doesn’t want to hold the risk too).”
Original source: Amazon is coming for the insurance industry – should we be worried?
‘This argument enraged the ICO, which said in the submission: “The concept of ‘journalism’ presupposes a process by which content is published to an audience pursuant to the taking of human editorial decisions as to the substantive nature and extent of that content.”… In plain English, humans (mostly) don’t decide what appears in search results so calling Google’s activities “journalism” is just plain wrong, according to the commissioner.’
Original source: Info Commissioner tears into Google’s ‘call us journalists’ trial defence