Agile for Public ServicesFrom: N. Obolenski 6. From self-management of project/dev teams to whole...
Transcript of Agile for Public ServicesFrom: N. Obolenski 6. From self-management of project/dev teams to whole...
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Changing the change
Agile for Public Services
Matt Barnaby, Dennis Vergne
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We work with the front line of public services
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You start with…
• Varied & complex services
• Reducing budgets & shrinking teams
• A background of constant change
Change in Public Services, It’s not a sprint
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… so is it a marathon?
They have to deal with…
• Services that often work in silos
• Political worries & pressures
• Vulnerable & excluded service users
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They have to deliver…
• Real hard cash savings
• Clear benefits for residents
And they still have to keep on doing the day job
…actually, it’s more akin to a
full-on ironman
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So do we give up?Or change the way change has been done?
3X3 changes
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For public services,
This is
how it often feels
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This how we feel - sometimes
Dennis
Matt
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• Process complicated• Service fragmented• IT not integrated• Teams demoralised• No holistic view of problems, • difficult to intervene early and prevent
Seven separate teams responsible for investigating all forms of ‘anti-social behaviour’ including ‘fly tipping’, abandoned vehicles, noise nuisance, street drinking etc.
Whole Service Agile Prototyping
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1. Recognise that we deal with complexity
2. Change the fundamentals: Agile change, adaptive leadership and organisation
3. Involve people who feel the ‘pain’4. Start whole service prototyping
quickly5. Focus on practical behaviour
change6. From self-management of
project/dev teams to whole org
Our approach
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Three types of problems
Complicated Complex
An English person driving…getting from A to B
in London in Amsterdam in Cairo
Simple
1. Recognise that we deal with complexity
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Big complexity ..…front-line public services facing changes in business model & culture
From
•More policing
•Technology products
• Fixing ill people
•Catching criminals
•Retribution
•Making you pay
•Support for the farmers
To
•Prevention and community solutions
•Customer inquisitiveness
•Promoting healthy people
•Preventing crime
•Rehabilitation
•Helping you pay your way
•Sustainable environment
From (based on) work from: Keith Ruddle
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Recognising the problem…world we live in
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Change the fundamentals
Dimensions of change
Complicated ->
ProgrammaticComplex ->
AdaptiveLeadership Manage change from the top.
Teach solution and motivate. Direct people to perform.
Encourage participation from the bottom up. Set purpose, challenge, boundaries and coach.
Focus of change
Emphasise structure and systems. Achieve standardisation and consistency.
Innovation, diversity and deviancy
Process Plan and establish (Waterfall approach-based) programmes
Experiment and evolve (Agile)
Organisation Performance management, performance indicators
Motivate through commitment, purpose and freedom for self direction (TEAL organisations)
Use of consultants
Consultants analyse problems and shape solutions (expert)
Consultants support employees in shaping their own solutions (midwife)
Table: adapted from Theory E & Theory O by
Beer and Nohria
2. Change the fundamentals: Agile change, adaptive leadership and organisation
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3. Involve people who feel ‘the pain’
“..If you are not part of the problem, you cannot be part of the solution….” Bill Torbert
4. Start whole service prototyping quickly
“You only understand a system once you start to change it” Kurt Lewin
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• Real user engagement
• Prototype team with people from five different teams started on day 3
• Directly gaining anti-social behaviour calls – filtered for a few post-codes
• First call – turns out that all five teams had knowledge of background
• Other partners involved – including police (confession)
• Prototype grown to cover all postcodes. Prototype became the ‘business as usual team’
• More prevention, higher motivated team, £0.5 million savings
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Whole Service Agile Prototyping
© Basis Ltd
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• Complexity across different teams, working on different things, in different ways. Yet to the same service user
• ‘Business as usual’ is the driver therefore they are not able to engage with change full time
• One of the ways to momentum is to start with a ‘rapid improvement event’ – getting individuals to collaborate on the issues, opportunities and define ‘potential testable elements’ before co-creating and initiating prototypes
• Such an “event” can take between 3 days and 15 days. For instance, see a 5 day event:
For example
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5. Focus on practical behaviour change
“It is easier to act yourself into a new way of thinking than to think yourself into a new way of acting”
Richard Torseth @rtorseth
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Self organising teams
From: N. Obolenski
6. From self-management of project/dev teams to whole org
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Driven by user needs over "expert" solution
Individuals & interactions over processes & tools
Working prototypes over comprehensive business cases
Making changes and learning from them
overmaking set plans and following them
Changing behaviour through experience
over learning theory
The Agile for Services Manifesto*
*with obvious respect to the Agile Manifesto
Get involved! www.agileservicemanifesto.org
“while there is value in the items on the right, we value the items on the left more”
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Raise the Titanic?
AKA: What can the Private Sector learn from Public Services
Thursday June 28th
WeWork Manchester
1pm – 5pm
Limited special discount for our AitC Friends –Search ‘Raise The Titanic’ on Eventbrite