Applications Rationalisation for Two Local Authorities
The Situation
In 2016, two local Authorities in London (The London Borough of Richmond upon Thames and Wandsworth Borough Council), in order to make savings of £1m per year, formed a Shared Staffing Agreement (SSA).
The Task
With the two local authorities having one staffing structure, there was a requirement for each service to only have one main application. Thus, if there was a Richmond Parking application, and a Wandsworth parking solution, going forward there should be one, an SSA Parking solution.
I was appointed as a Project Executive to lead a team to record the key applications each Authority had, and then recommend what solution was needed going forward.
The Action / Approach
I led the team in a discovery phase to ensure we understood the footprint of all key applications. This included:
- Using a bespoke methodology, based on effectiveness, cost, savings potential and procurement details, we analysed each application and recommended a solution for each key area.
- Via this programme, we enhanced the business capability via futureproofing, providing resilience, agility and adaptability.
- The output was a report, recommending a costed way forward. This was accepted by the CEO and then put forward to the two Cabinets.
The Result
The result of undertaking this applications rationalisation exercise was that each directorate could now understand what solution was required going forward, and could make savings of £100k each, totalling to £1m+.
Focus In On: Responsible for Digital Business Transformation
New Areas of Value:
Improved business agility and ability to rapidly respond to change and opportunity
Digital transformation that drives, moves and resets the organisation’s vision
Increased credibility, confidence and influence across the business
Driving a culture of innovation for easier and faster adoption of future digital trends
More satisfied and engaged employees with increased retention and productivity
Successful, timely delivery of evidence-based digital transformational outcomes; beyond digitisation
Creating a culture of involvement, empowerment and connection to the business
Improvements around:
Lack of agreement of transformation governance and stakeholder understanding leading to a fragmented approach
Lack of transformation, change and agility mindset in leadership
Unclear and siloed business strategy leading to misaligned goals across the organisation that conflict with transformation
Lack of exec sponsorship and ownership
Lack of clarity around existing operating model, internal business ecosystem or cross-functional teams
Lack of sufficient customer and market insight to inform digital transformation
Cybersecurity and data protection policies and procedures stifle transformation
The IT function is not aligned to the digital business strategy and vision
Lack of availability of the right people at the right time across both business and technology areas
Cynicism, lack of buy-in and resistance to change
Budget availability affected by external change drivers and uncertain resource estimates
