كيف يمكن لمنظمات المجتمع المدني ومؤسسات القطاع العام معالجة تحديات التحول الرقمي؟

Internal use only
Charity Innovation Conference,
Bahrain, October 10th/11th 2015
Innovation meets Public Sector
Governance - a contradiction?

This presentation aims to introduce our perspective of Digital Transformation, share
experiences from Germany and strategies how to introduce and manage these
Objectives
Copyright © 2015 Capgemini Consulting. All rights reserved.
2
 Digital transformation from our perspective
 Current trends and status in the Public Sector in Germany
 Critical success factor in pursuing and implementing
digital transformation projects
 Interaction and exchange

Agenda
3
Trends in the German Public Sector
Introduction to Digital Transformation
Project and risk management as success factor
I
II
III

Curriculum Vitae
Education and Competences
Education and professional background
 Senior Consultant Public Sector Management (Capgemini Consulting)
 Senior Consultant Public Sector Management (Steria Mummert
Consulting AG)
 Senior Consultant Public Sector Management (MACH AG)
 MPhil in Comparative Government (Oxford University, St . Antony’s
College)
 BA in European Studies (King’s College London, London School of
Economics, Humboldt Universität zu Berlin)
 Diploma in Business Administration (Fernuniversität Hagen)
Core competences
 IT Project Management for e-government and innovation projects in
Public Sector organisations and NGOs
 Governance, organisational and process optimisation within public
sector organisations and NGOs
 Management of Change and Communication Management
Name: Sara Louise Gertjegerdes
Level: Senior Consultant
Nationality German/British
Languages German, English
4
Education and Competencies
Education and professional background
 Since 02/2014 Project Management-Consultant, Capgemini Consulting,
Transformation Program Management, Munich
 Three years experiences in complex international large-scale projects
(IT, aviation, banking)
 Certifications:
 Management of Risk (MoR)1
 PMI, Certified Associate of Project Management (CAPM)
 Scrum Alliance, Certified Scrum Master (CSM)
 University degrees in project management (M.Sc.), sociology and
history (BA), University of Alaska Anchorage, USA
Core Competencies
 Risk management in security-critical, complex project environment
 Project management methods and innovation
 Strategic and operative PMO at project, program and portfolio level
Sectors
 Energy, Technology, Banking and Manufacturing
Name Mandy Kämpf
Level Consultant
Nationality German
Languages German, English, Spanish

Capgemini is the largest consultancy of European origins providing unique capabilities to
support digital transformation projects
Company Overview
5
Group structure (Business Units)
Company overview and financial stability Global presence
North
America
10,384
Latin
America
10,268
Europe
62,035
Middle-East &
Africa 1,164
Asia-Pacific
59,792
 Founded as Sogeti in 1967 by Serge Kampf in Grenoble
 Headquarter in Paris, France
 Revenue: 10,573 mEUR (2014)
 Net result: 580 mEUR (2014)
 Growth in 2014: +3.4% revenue, +31% net result
 Net cash and cash equivalents: €1,218 million
 Employees:
 143,643 (31.12.2014)
 Addtl. 33,000 through recent IGATE acquisition
Service Portfolio (extract)
 Digital Strategy and Transformation
 Big Data & Analytics
 Executive Leadership & Change
 Transformation Program Management
 Application Consulting & Integration
 Application Development & Next Generation AM Services
 Mobile Solutions & Cyber Security
 Enterprise Cloud Services
 Platform Delivery Services & Service Management
 Testing & Quality Assurance
 Business Process Outsourcing
Consulting
(Capgemini Consulting)
Application
Services
Infrastructure
Services
Local
Professional
Services (Sogeti)
Business
Process
Outsourcing

Capgemini has successfully delivered projects in strategy, IT and business consulting for
the public and private sector across the MENA region
Selected project references
6
MENA Region projects

Digital Transformation is part of Capgemini’s DNA
Capgemini’s Strategic Vision
7
Our Mission
with you, we create and deliver
business and technology
solutions that fit your needs
and drive the results you want
the business value of
technologycomes from and
through people
Our Vision
VANGUARD
CONSULTING PRACTICES
(Kennedy)
High
HighLow
Low
Breadth of Consulting Capabilities
DepthofConsultingCapabilities
McKinsey
Bain
BCG
E & Y A.T. Kearney
PwC
Accenture
IBM
Deloitte
Capgemini Consulting
Booz & Co.
Advancing Service Breadth or Depth Neutral Diminishing Service Breadth or Depth
KennedyVanguard of digital strategy consulting providers
Two areas where Capgemini Consulting particularly stands
out are in developing industry-specific applications of digital
strategy and methods for integrating digital technologies
through engagement and governance systems, both
grounded in robust research.
Capgemini Consulting’s digital specialist model has
delivered the strongest all-around capability set

Digital Transformation
Digital Transformation – What does it mean?
8
DIGITAL TRANSFORMATION IS THE USE OF DIGITAL
TECHNOLOGIES TO RADICALLY IMPROVE PERFORMANCE OR
REACH OF ENTERPRISES

Capgemini Consulting and the MIT recently published thei research in „Leading Digital“
9
https://www.youtube.com/watch?v=8Wc5BQ9BPoA

Capgemini‘s Digital Maturity Assessment
The Digital Maturity Assessment is one of the results of the collaboration of Capgemini
Consulting with the MIT
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http://www.capgemini-consulting.com/digital-transformation

Capgemini Consulting’s digital maturity model & assessment framework
11
Digital Maturity Model
 Customers
 Brand
 Operations
 Business Models
 Capabilities
FASHIONISTAS…
BEGINNERS… CONSERVATIVES…
...have advanced digital
features in silos but no
overarching vision and
coordination
...have strong vision
and governance. Digital
initiatives generating
measurable benefits
… have few advanced
digital projects, coordinated
but underdeveloped vision
…carry out some
experiments, immature
digital vision and
culture
Transformation Management Intensity
DigitalIntensity
DIGIRATI ARE DIGITALLY MATURE:
THEY SUCCEED TO EXCEL IN THE
APPLICATION OF DIGITAL
TECHNOLOGY AND
MANAGE THEIR LEADERSHIP AND
TRANSFORMATION CAPABILITIES
SIMULTANEOUSLY
 Digital Vision
 Engagement
 Governance
 Skills
 Ways of working
DIGIRATI…
Digital Maturity is a combination of two separated but related dimensions:
Digital Intensity and Transformation Management Intensity.

DMA – Questionnaire Set-up
The Digital Maturity Assessment is one of the results of the collaboration of Capgemini
Consulting with the MIT
12
 Questionnaire with 156 questions
 The questionnaire is structured along the two main
dimensions on Digital Transformation
 Digital Intensity – The “What”
 Customers
 Brand
 Operations
 Business Models
 Capabilities
 Transformation Management Intensity – The “How”
• Digital Vision
• Engagement
• Governance
• Skills
• Ways of working
• Stakeholders to be involved from market & customer facing,
operations (partially), organization & business development -
senior manager or director level

Digital Maturity Model
How would you classify your own organisation?
13
FASHIONISTAS…
BEGINNERS… CONSERVATIVES…
...have advanced digital features in silos
but no overarching vision and
coordination
...have strong vision and governance.
Digital initiatives generating
measurable benefits
… have few advanced
digital projects, coordinated but
underdeveloped vision
…carry out some experiments,
immature digital vision and
culture
Transformation Management Intensity
DigitalIntensity
DIGIRATI…

Agenda
14
I
II
III

This framework helps to identify the key issues that need addressing by NGOs and public sector organisations
The concept of “Public Administration 4.0” provides a framework to strategically analyse
the different aspects of innovation in the (German) Public Sector
Changes at organisational level
15
 Goals and tasks
 Opportunities and threats
 Strategies and action plans
 Hierarchical structures as impediments to
connectedness
 Reduction of red tape
 Planning security
 360°-service administration,
 Transparency
 Customer involvement and participation
 Multichannel approach
 HR philosophy
 Employer branding
 HR development & training management
 Modes of working and flexibility
 Inclusion of employees
 E-Government
 Data security
 Adaptability
 Cloud solutions and virtualisation
 Data analytics
 Product- and process integration
 Process documentation
 Process automation
 Processes without media breaks
 Effective and efficient
 Resource- and finance management
 Finances and amortization
HR
CUSTOMERS / USERS RESSOURCES AND FINANCE ORGANISATION
TECHNOLOGYPROCESSES

Operations
Digital transformation not only affects how manufacturers produce goods but also how the
pulic sector and NGOs provide services to the public
Current Trends and Debates in the German Public Sector
16
Strategy
Digital Government- Strategy & -Transformation
Digital Customer Experience
Digital Administration & Digital Processes
Analytics
IT
 Positioning along the calue chain of the administration/organisation
 Digitale transformation strategy
 Digital Public relations
 Multi channel management
 Customer feedback
 Introduction of a document management
system or workflow management system
 Digitalisation of processes
 Plattform for e-government
 Analysis of the environment
 Customer segmentation
 Performance management
 Benchmarking
 Potential analysis
People 2.0
Digital IT-Strategy & -Transformation
 Integrated talent management
 Focus on new forms of
collaboration
 Employee service infrastrucsture
 Knowledge management
 Change and acceptance management
 Technological roadmap: digital transformed administration
 Information management strategy and IT-Government strategy
 Business model and results-based management
 Innovationsmanagement (innovation radar)
 Architecture- and Security management
 Technological innovation (innovation radar)

Agenda
17
I
II
III

Digital Transformation also has an impact on project management - requiring new
innovative solutions to your project management approach
Digital Transformation as project management challenge
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 Digital Transformation projects are
important to drive innovation
 Digital Transformation projects face
frequently
 High complexity and uncertainty
 Changing business requirements
 Rapid decision making and short
planning
 IT and business are not integreted
 Leading project management standards
are life cycle methods (PMI, Prince2)
 A lack of agile project management
maturity results in a slower speed to
respond to technological innovation
cycles
PROJECT MANAGEMENT
CHALLENGES

Internal and external disruptions shake up the status quo on the road to digital maturity
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Internal and external disruptions

We identified three success factors which are crucial for successfully initiating and
implementing Digital Transformation projects
Three success factors
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Project management approach
Digital SMAC-Tools
Risk management

Digital Transformation projects have often been neglected due to an inability to fully
understand its challenges and threats
Risk management
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 Lack of risk management: process and
expertise
 Disruptions are unpredictive and
challenge the status quo
 Digital transformation projects are not
pursued and/ or fail due to not
identifying and understanding the
opportunities and threats of disruptions
SITUATION
1. Culture change: disruptions as an
opportunity
2. Comprehensive stakeholder risk
workshops for risk and change
management
3. Implement enterprise risk
management
KEY RECOMMENDATIONS
 Enterprise risk management
APPROACH
Enterprise
Risk
Manage-
ment
(Process)
Market changes
(price
fluctuations)
Regulation &
Compliance
Process safety &
excellence
People/
Human error/
Change
Data security
(virtualization &
decentraliza-
tion)
Cloud
Big data/
analytics
Infrastruc-
ture
/Assets
Technology/
Risk Analytics
Leader-
ship
Strategical
FinancialBehavioral
Operational
1
4
35
26
Mobility

An adaptive project management approach is best-suited because it combines best
practices of both -- traditional and agile approaches
Adaptive project management
22
 Traditional (waterfall) vs. Agile
 Due to high speed of innovation and
complexity, none of which is adequate
SITUATION
1. Project management maturity
assessment
2. Use best practices of agile and
traditional waterfall
3. Experimental design to introduce the
right combination
4. Adaptive agility to respond to
disruptions
KEY RECOMMENDATIONS
 Adaptive project management
APPROACH
…combines the best of both appoaches!

SMAC tools accelerate Digital Transformation projects in planning, communicating and
controlling
SMAC Tools (Social, Mobile, Agile, Cloud)
23
 Rigid and expensive architectures and
governance structures
 Geographically distributed teams
 Inconsistent planning and tracking
 Intransparent communication
SITUATION
1. SMAC-tools: social, mobile, agile and
cloud
2. A holistic technology ecosystem that
supports disruptive and sustaining
project innovation
3. As accelerator for managing Digtital
Transformation projects
KEY RECOMMENDATIONS
 Adaptive project management
APPROACH

There is a large variety of useful cloud and mobile tools that differ in terms of functionality
and deployment
Digital project management tools
24
Common
Work Model
Tool Advantages
Comprehensive
Tools
 Popular tool for businesses
 Includes all necessary functions
 Intuitive handling
 Inclusion of stakeholders
 Four level management structure
 Incorporation of customer feedback
 Bug tracking
 Integration of 3rd party services
 Financial management options
 Integration of 3rd party services
Focus on
Collaboration
 Efficient task management
 Replaces email communication
 Fast and transparent communication tool
Other
 Popular tool for software developers
 Drag and drop task tracking tool
 Digital whiteboard replaces post-its
 Spreadsheet-like interface coupled with
additional functions
Increase
collaboration
and innovation
across project
teams

Implementing the proposed steps will help organizations in general and the public sector
in particular to become more innovative in their Digital Transformation
Roadmap to Digital Maturity
25
The road to Digital Transformation projects

Contact information
Mandy Kämpf
Consultant
Transformation Programme Management
Munich, Germany
Phone: +49 15140252688
E-Mail: mandy.kaempf@capgemini.com
26
Sara Gertjegerdes
Senior Consultant
Public Sector
Munich, Germany
Phone: +49 151 4025 0269
E-Mail: sara.gertjegerdes@capgemini.com

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