In response to the global pandemic and a need to rethink its services and systems, the Agency sought to drive improvements by accelerating ‘digital’ adoption. We conducted a Digital Maturity Assessment of its core business, identified capability gaps, and delivered a Digital Vision, Strategy, Operating Model, and Implementation Roadmap to drive improvements. Other work included:

• Engaging nearly 400 staff in 60 locations around the world
• Reviewing existing core systems and developing an upgrade path for greater integration
• Developing ‘Digital Uplift’ program of work, supporting governance, & Agile techniques
• Designed and implemented key roles, responsibilities, and ICT organisation structure

A large mutual Australian Bank needed to respond to increased competition and major changes in its operating and regulatory environments. We worked with the leadership and organisation to deliver a Digital Strategy and a new, customer-centric Digital Operating Model to support transition to digital banking. Detailed design work included completion of the following:

• New Platform Architecture incorporating multiple X-as-a-service platforms including CRM, lending management, data and image management, business administration and digital infrastructure / hybrid cloud environment
• New e2e customer experience combining new digital channels
• Digital Transformation program planning and launch, supported by Agile practices
• Comprehensive business case to unlock technical debt and improve productivity
• A responsive organisational structure

The department client needed assistance to assess a complex strategic agenda and design a technological response. We applied our Digital Maturity Diagnostic and Digital Operating Model to develop coherent 10-year investment strategy for a broad range of systems and infrastructure. This resulted in the delivery of the 2030 Technology Strategy & Roadmap. Other work included:

• Defining future core capabilities and conducting a detailed gap analysis
• Developing a new architectural blueprint with specific recommendations related to data analytics, AI use, visualisation, digitisation, and multi-cloud infrastructure
• Developing a 10-year Technology Roadmap and comprehensive Business Case to support implementation

A state-based Government body needed to dramatically improve citizen experience, as well as enhance its IT organisation. We delivered a Digital Strategy, new ICT Operating Model, Organisation Structure, and Implementation Roadmap. Other outcomes delivered:

• Reviewed all existing documentation on technical and information architecture.
• Assessed current core systems to provide an upgrade path for greater integration and Data Management capabilities
• Lifted security posture by designing rigorous approach to data use, governance, and management
• Designed new roles, responsibilities, and ICT organisation structure, and supported HR and executives select and coach incoming team members.

A large and growing regional Council wanted to improve customer service delivery and better use technology to optimise Council operations. We conducted a Digital Maturity Assessment to identify capability gaps and used findings to develop a Digital Strategy and new Operating Model for Council.  We co-developed a ‘Customer-Driven’ Transformation Roadmap to close the gap in the Council’s digital maturity, capacity, skills, and ability to deliver better services to the community. Other work included:

• Developing and implementing a tailored Digital Leadership Program for over 40 senior management to support transformation roadmap implementation
• Reviewing existing core systems and providing an upgrade path for greater integration
• Designing and commencing implementation of new ‘digital’ roles, responsibilities, and an improved ICT organisation structure

The Department was struggling with its existing approach to data management and needed help addressing multiple ‘sources of truth’. We developed a new Data Strategy for all operational data. We assessed current operational data practices and defined a target state and implementation roadmap. We then supported strategy execution by delivering the following outcomes:

• Developing and implementing a Master Data Management and Data Quality strategy
• Developing self-serve analytics capability for the operational data
• Designing and implementing a new Operational Data Lake for all operational data
• Supporting the client to develop new Data Management capabilities, underpinned by 3PD best practices, frameworks, methods, plus advice on tool use.

Following on from our work implementing a new data lake for the Department, we used LeanIX and Signavio as the SOE to deliver a vision, two-year strategic roadmap, value proposition, and operating model for data lake product development. Other achievements include:

• Established an open Integration Services Framework for data ingestion, processing, and provisioning
• Completed an analysis to assess how product development capabilities can be matured from existing work practices
• Applied best practice methodologies and frameworks for Data Quality Management, Data Modelling & Design, Master Data and Metadata
• Applied DevSecOps principles to reduce technical debt for changes and enhancements

The client’s Divisional and IT leadership wanted to align and refresh ICT services and investments for delivering Cluster-Wide business aspirations. We we worked with multiple business and IT stakeholders to co-develop a three-year technology strategy and portfolio of programs and investments. Other work included:

• Defining a clear three-year aspiration embraced by business and IT stakeholders
• Developing a technology reference architecture for defining technology-enabled business capabilities, including the identification of critical capability gaps
• Collating and analysing an updated applications and services portfolio
• Developing an updated portfolio of costed and sequenced programs and investments

After a multi-team merger to form a new centralised IT organisation, the client wanted to streamline operations and service delivery by adopting a contemporary IT Target Operating Model. We worked with IT leaders and staff to position the new Branch for enhanced client service delivery. Key deliverables included IT operating model, organisation structure options, and detailed process maps to support IT value chain implementation. Other work included:

• Establishing an accurate workforce baseline to guide operating model design and development of organisation structure options
• Designed and delivered a new customer-centric engagement team model
• Developing operational process scenarios to validate designs
• Designing skills assessment approach

After combining its CTO and CIO functions, and appointing a new leader, this Department needed to resolve post-merger issues and improve client service delivery. We worked with IT leaders, staff, and client representatives to progressively co-develop an updated IT operating model and organisation structure. Over several engagements, we worked with client team members to:

• Develop detailed organisation structure
• Prepare new role definitions
• Assess staff impact including development of a detailed workforce baselining model
• Prepare change impact analysis and implementation plan aligned to Government policy
• Develop communication materials and plan to support organisational relaunch

A central government agency needed to provide confidence that digital investment proposals are designed well, optimised to deliver value and, if funded, will achieve their investment objectives. As part of the client’s oversight responsibilities, we worked with the organisation to stand up an assurance function capable of planning and implementing fit for purpose assurance arrangements for digital investments. The engagement included completing the following activities:

• Systematically sorting and approving an investment portfolio valued at $1.5B
• Defining operational processes to support an investment team that grew fourfold over 12 months
• Baselining measurement of Australian Government digital capabilities
• Developing ‘executive’ BI dashboards to drive ministerial decision-making.
• Combining proprietary & public data with public policy expertise to optimise the value of assurance activities.
• Developing and rolling out an ‘investment tiering’ tool to enhance decision-making

In response to major disruptions to the State economy, the department was tasked with rapidly delivering programs to stimulate the economy and improve citizen outcomes. With a project portfolio budget $258m, the department experienced significant schedule slippage in delivery of planned outcomes. We worked with client team members to:

• Conduct a portfolio spend analysis, identifying a forecast underspend of $87m
• Review projects portfolio, identifying over 30% of projects had budgets of less than $1m, tying up scarce resources in minor programs of work
• Review existing governance arrangements
• Contribute to the Department’s new technology strategy
• Develop improvement recommendations and roadmap to drive execution