DIGITAL GOVERNMENT TRANSFORMATION

DIGITAL GOVERNMENT TRANSFORMATION UK Survey Data Analysis Public Sector Research Group October 2015 Deloitte Digital Copyright © 2015 Deloitte Digita...
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DIGITAL GOVERNMENT TRANSFORMATION UK Survey Data Analysis Public Sector Research Group October 2015

Deloitte Digital Copyright © 2015 Deloitte Digital LLC. All rights reserved.

OVERVIEW – UNITED KINGDOM Top driver

Top 3 barriers

Cost + Budget pressures

1. Insufficient funding 2. Too many competing priorities 3. Security concerns

Insights

• Most agencies feel that employees and leaders lack the necessary skills for digital transformation • Less than 1/5th of agencies are satisfied with their digital vendor community

Maturity Global (n=1202) UK (n=243)

Digital Maturity Rating 60%

26% 28% Early

64% Developing

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Maturing

13% 7%

“Government is not immune to the seismic changes that digital technology has brought to bear.” — Mike Bracken, GDS on the

impact of digital

READINESS AND RESPONSE 51 percent say that digital trends are improving their organization’s ability to respond to threats and opportunities

Have a clear and coherent digital strategy? Global

46%

75 percent say their digital capabilities are

UK

47%

behind the private sector

Objectives of digital strategy

Digital opportunity vs investment

% agree

1. Increase efficiency

89%

2. Improve customer/citizen experience and engagement, and transparency

88%

3. Fundamentally transform our organization and/or organization model

69%

processes

87%

82%

47%

44%

4. Create or access valuable information or insights to improve decision making

65%

5. Create or access valuable information or insights for innovation

60%

Global

UK

View digital technologies as an opportunity Increased investment in digital intiatives in the last fiscal

Confident about organization's readiness to respond to digital trends Satisfied with organiation's current reaction to digital trends

2%

31%

34%

33%

36%

confident globally 42%

Don't know

28%

Disagree

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Neither agree nor disagree

30%

Agree

37%

satisfied globally

LEADERSHIP, WORKFORCE AND SKILLS Digital skills vs investment in workforce

93% find workforce and skills to be a

34%

33%

challenging area to manage in their organization’s transition to digital

27%

25%

45% say that leadership understands digital trends and technologies

31% say that their leaders have sufficient skills to lead the organization’s digital strategy

Organizaion provides opportunities and resources to obtain the right skills

57% 59%

Agility

Global Yes, 54%

UK

Workforce-skills lacking

Does a single person or group have the responsibility to oversee/manage your organization’s digital strategy? UK

Global

Empoyees have sufficient skills to execute organization's digital strategy

55% 53%

Entrepreneurial spirit

Yes, 51%

Technological savviness

46%

User experience design

39% 41% 40%

Collaborative processes

40% 42%

Business acumen

UK Deloitte Digital Copyright © 2015 Deloitte Digital LLC. All rights reserved.

Global

52%

49%

CUSTOMER/CITIZEN-FOCUS 84% say that digital technologies and capabilities enable employees at their organization to work better with customers/citizens

88% say improving customer/citizen experience and transparency is an objective of their organization’s digital strategy What is the biggest driver of digital transformation?

How are digital trends impacting your organization’s customer/citizen service quality? UK

Improving , 77%

9% 9%

11%

Global

14%

Improving , 78%

38%

56%

37%

26%

Global

UK

Customer/citizen demands

Cost and budget pressures

Federal/central government directives

Others

What is the level of customer/citizen involvement in co-creating digital services for your organization? UK

9%

Global

11%

52%

12%

23%

53% Don't know

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27%

Low

Neither high nor low

13% High

CULTURE - INNOVATION, COLLABORATION, OPEN SOURCE, AGILE 96% find culture to be a challenging area to manage in their organization’s transition to digital To what extent does your organization use open source technology to deliver digitally transformed services? UK

Great extent 4%

Global

Is the transition to digital altering your organization’s attitude towards risk?

Great extent 5%

Moderate extent 14%

Moderate extent 18%

Small extent 36%

82% say that digital technologies and

Small extent 35%

26%

24%

46%

47%

28%

29%

Global

UK

Don't know No

capabilities enable employees at their organization to work better with other employees Digital trends are changing these dynamics within my organization:

2% Collaborative culture

Innovative culture

8%

5% 2%

28%

62%

29% Don't know

64% Degrading

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Neither improving nor degrading

Improving

67% globally say digital trends improve collaborative culture

65% globally say digital trends improve innovative culture

PROCUREMENT 79% find procurement to be a challenging area to manage in their organization’s transition to digital

83% say that government procurement needs to change significantly or very significantly to accommodate digital transformation

17% say that they are satisfied with the community of vendors that currently serves the digital government marketplace Development of digital services Don’t Outsource know d 8% 8% In-house 10%

Mixed (inhouse and contracted model) 74% Deloitte Digital Copyright © 2015 Deloitte Digital LLC. All rights reserved.

Top 3 obstacles to better procurement practices in the digital age UK

Global

1. Rules/regulations

1. Rules/regulations

2. Lack of flexibility

2. Lack of flexibility

3. Legacy contracts

3. Procurement skill sets

In what ways does procurement need to change to enable digital transformation? 48% 45%

Agile development process Less restrictive terms and conditions More open to small and medium-sized companies

33% 31% 19%

Less control from the center

21%

Modular development

21% 20%

Shorter contract periods

10%

UK

33% 33%

19%

Global