Organising for 21st-century Government

@DominicCampbellCEO @FutureGov

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The PanoplyAssembled for innovation

Our group allows us to:

● Scale with deep specialism

● Innovate with disciplined delivery

● Be flexible with strong structure

● Bring start-up thinking with financial stability

● Bring deep sectoral expertise with learning from other industries

We have been transforming public services for over 10 years

Adults’ Service

Children’s Service

Housing

Transport & Planning

Waste & Recycling

Revenue & Benefits

Employment & Skills

Digital Transformation

Above all, today is about upping our game and thinking

about next level change

Local government can be radical

Co-op council, Easy Barnet

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Housing Delivery Vehicles

But only ever at the edges

We move the same structures and mindsets

back and forth

Public sector delivery

Victorian welfare state (Poor Laws)

Birth of the welfare state

1834

1945

1988

Thatcherism + Compulsory Competitive Tendering

‘Third Way’ Best Value: PFI, HDVs, Co-ops, Social Enterprises

Just insourcing or something else?

Outsourced

Insourced

1997 2020

21st-Century services have changed our expectations

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Our institutions are not fit to meet 21stC

challenges nor match these expectations

We need to get out of our PRINCE 2 mindset

Projects This is foreverIn A Controlled Environment It cannot be controlled

We have to start thinking

counterintuitively

CORPORATE SERVICES FTW

Corporate services, boring as they might be for some, are where the DNA of organisations exists, sending messages out across the corporate body that determine the very essence of our councils. Procurement, project management, legal, finance, HR and technology: it’s all determined here. Yet we purely focus on fixing the arms and legs of social care, environmental services and others when we need above all to set about recoding our governance frameworks with the same enthusiasm. Releasing us from the beige weight of bureaucracy that holds us all back from true change and innovation.

WE HAVE A “DEFICIT MINDSET” FOR CORPORATE SERVICES

WE SHOULD CUT BACK OFFICE “PEN PUSHERS” TO PROTECT THE FRONT LINE!

TAKE A STEP BACK - THINK ABOUT CHARITABLE DONATIONS

Option A

£100

Option B

£100

Reduced by

Admin Costs

£90 £70

TAKE A STEP BACK - THINK ABOUT CHARITABLE DONATIONS

Option A

£100

Option B

£100

IMPACT £120 £200

Admin Costs

● Expert staff● Pre-let

contracts● Specialist

equipment● Strong

relationships● Standby

capacity

Better Charities have Higher Admin Costshttps://giving-evidence.com/2013/05/02/admin-data/

The front-line army don’t talk about Signals, Intelligence, Catering, Logistics etc as “Overheads” … they call them

FORCE MULTIPLIERS

They multiply the effectiveness of the front line, they do not subtract from it.

THE “FORCE MULTIPLIER”

Organisation design matters

We can’t bring radical change to the services we deliver without bringing radical change to the organisations that deliver them.

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Designing for change

Organisations

Products &Technology

Services

Sleek ProductRadically Different ServiceUnsexy but Important

What is organisation design?

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Product design is the design of products

Service design is the design of services

Organisation design is the design of organisations

It’s not just about...

Big culture change

programmes

Leadership development and

training

Tweaking the “as-is”

organisation

Think organising models,

not operating model

Exploring organising principles

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User-driven Stakeholders-driven

Production/ partner/ supplier driven Mission-driven

Finance-driven Policy-driven

Asking what are we organising our people and effort around?

Organisation as a metaphor

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The 8 metaphors of organisation from Gareth Morgan’s images of Organisation

MachineAn organisation is a series of connected parts

arranged in a logical order to produce repeatable output.

OrganismAn organisation is a collective response to its

environment and, to survive, must adapt as the environment changes.

BrainAn organisation is a set of functions designed to

process information and learn over time.

Cultural SystemAn organisation is a mini-society, with its own culture

and subcultures defined by their values, norms, beliefs, and rituals.

Political SystemAn organisation is a game of gaining, influencing,

and coordinating power.

Psychic PrisonAn organisation is a collection of myths and stories that restrict people’s thoughts, ideas, and actions.

Instrument of Domination

An organisation is a means to impose one’s will on others and exploit resources for personal gains.

Flux and transformation

An organisation is an ever-changing system indivisible from its environment.

Instead of one singular future, exploring the where you’d like to be

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Fixed Fluid

Output oriented

Command & control

Rigid structures

Risk avoidance

Suppressed authority

Deep expertise

Homogeneity

Mission driven

Responsive

Loose structure

Experimentation

Distributed authority

Broad wisdom

Diversity

There is a spectrum of possible organisation

Most organisations were never designed for the internet

Applying the culture, processes, business models & technologies of the internet era to respond to people’s raised expectations.

Tom Loosemore @tomskitomski

Blockbuster VS Netflix

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The internet is disrupting the market

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AirbnbHilton

AmazonBooths

NetflixBlockbuster

Being disrupted by...

and now moving into and reinventing real world delivery

Amazon

Netflix

Airbnb

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Hilton

Booths

Blockbuster

house building

shopping experiences

film making

Moving outwards and backwards into...

The journey towards becoming a digitally mature organisation

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Rent arrears

Homelessness policy

Temporary accommodation

Homes England

Deliver a solution

Service Design

Organisational Transformation

Deliver change across the sector

Homes England:taking a 21st Century approach to the housing crisis

We have a housing crisis in England

To deliver a housing sector fit for the 21st Century, Homes England must be seen to lead by example.

“Be radical in changing how an organisation works; be incremental in changing what it delivers.”

Mike Bracken

Digital driven change

Change Programme

Wider Homes England

Who do we want to aspire to be?

Becoming a housing marketplace:Land + Resources = Homes

Becoming a service- oriented organisation

Get funding

Find and Buy land

Find projectpartners

Access housing sector data

Understand the community

Plan and manageYour projects

Effectively deliver home ownership products, providing an industry standard service to consumers

Unlock public and private land where the market will not, to get more homes built where they are

needed

Ensure a range of investment products are available to support house building and infrastructure, including more affordable housing

and homes for rent, where the market is not acting

Improve construction productivity

Create a more resilient and competitive market by supporting smaller builders

and new entrants, and promoting better design and higher quality homes

Offer expert support for priority locations, helping to create and

deliver more ambitious plans to get more homes built

Objectives:

We’re the government’s housing accelerator. We have the appetite, influence, expertise and resources to drive positive market change. By releasing more land to developers who want to make a difference, we’re making possible the new homes England needs, helping to improve neighbourhoods and grow communities.

Vision

Our vision is to be a platform for landholders, developers, local authorities and others to work with each other and ourselves.

We want to become a marketplace for would-be house builders, connecting them with land and resources.

As an organisation it is vital that we continue to embrace technological innovation and adapt to the changing needs of our partners and the market.

Homes England Vision

Transforming the organisation

Finance full go-live

Full discovery for HR, Legal, Risk & Finance

Pilot of end-to-end case system for op model

Opportunity pipeline deployed

Revise priority MI and data governance on new MI platform

Target state case, customer and document mgmt platform

All teams migrated to end-to-end platform, Op Model Implemented

Fully implemented pipeline and project explorer

HTB servicing and operations

All capabilities transferred into fully operational digital

team

Enterprise wide, consistent MI reporting on new platform

Live implementation of end to end case system

HR, Legal, Procurement, Risk & PrioritisedFinance use cases

Fully functional platform transferred into operations

Year 1

Year 2

Year 3

New Help to Buy sales portal, Help to Buy Servicing Discovery done

But what about that thing you were saying about radically transformed

organisations?

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“Our organizations must be models of the world we want to build.”

Umair Haque

We’re experimenting on ourselves so we can better help councils organise to solve big challenges

What is FGX?

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CX EX

FGX

Competitive advantage

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“If Nike announced that they were opening a hotel, you’d have a good guess what it would be like. If Hyatt said that they were going to start making shoes, you would have NO IDEA WHATSOEVER what those shoes would be like. Because Nike owns a brand and Hyatt owns real estate...”

Seth Godin

“Can we make FG the Nike lifestyle business of government

transformation pls?” Dominic Campbell

… energising… bold … positively different… confidently incomplete… valuable

Working with FutureGov as a client, partner or employee feels ...

Elsewhere...

We can’t bring radical change to the services we deliver without bringing radical change to the organisations that deliver them.

“There is not a single key technology behind the iPhone that has not been

State-funded.” Mariana Mazzucuto

Where is the next SpaceX for public services? How can we delivery truly 21st Century

Government?

Thank you

Gavin JonesChief ExecutiveEssex County Council

@GibsonGav

Joanna KillianChief ExecutiveSurrey County Council

@SurreyChiefExec

Dominic Campbell @dominiccampbell Chief Executive FutureGov

Joanna Killian @SurreyChiefExecChief ExecutiveSurrey County Council

Gavin Jones @GibsonGavChief Executive Essex County Council