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A "Hollywood Model" for the Digital Transformation Office

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Think for a moment the way a Hollywood movie is made. To ensure the most appropriate and highest quality talent is acquired, a mixed team of ‘contractors’ is pulled together, each of them fulfilling a specific requirement for the film. These teams form, create magic onscreen, and then, when the movie is over, disband. We believe this "Hollywood Model" is one the government should adopt to help improve access to the talent required to drive Digital Transformation. We believe that to bring together the most experienced team of people requires not just recruitment, but also the coordination and leadership of a mixture of both internal and external talent, hand- picked to answer the specific requirements of the challenge.
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  • 1. DIGITAL COLLECTIVE Proposal for the Digital Transformation Office 11th September 2015 Version 2.1
  • 2. The Digital Collective – Proposal for the Digital Transformation Office2 Credits This proposal contains information that is confidential and proprietary to I/O. This information is submitted with the express understanding that it will be held in strict confidence and will not be disclosed, duplicated or used in whole or in part for any purpose other than the evaluation of this proposal. Proposal Template and Design by Jamie Mazurek We would like to thank our proposal team: Samuel, Charbel, Owen, Jason, Ben, Michaela, Ilan, Colin, Sarah, Juliano, Louis and Tristan. Copyright 2015 Welcome to I/O
  • 3. The Hollywood Model
  • 4. The Digital Collective – Proposal for the Digital Transformation Office4 The Hollywood Model Think for a moment the way a Hollywood movie is made. To ensure the most appropriate and highest quality talent is acquired, a mixed team of ‘contractors’ is pulled together, each of them fulfilling a specific requirement for the film. These teams form, create magic onscreen, and then, when the movie is over, disband. We believe this "Hollywood Model" is one the government should adopt to help improve access to the talent required to drive Digital Transformation. We believe that to bring together the most experienced team of people requires not just recruitment, but also the coordination and leadership of a mixture of both internal and external talent, hand- picked to answer the specific requirements of the challenge.
  • 5. The Digital Collective
  • 6. The Digital Collective – Proposal for the Digital Transformation Office6 Introducing The Digital Collective “A collective is a group of entities that share or are motivated by a common interest, working together to achieve a common objective.” The Digital Collective (D/C) aims to deliver a “Hollywood Model” for the Digital Transformation Office (DTO). It incorporates experienced and innovative talent from some of Australia’s best small agencies, studios, start-ups, incubators and technology companies to support the goals and objectives of the DTO. The 2 areas of support identified by the DTO have driven the initial structure of the D/C, however we believe the model to be extremely flexible and can support future needs. Areas of support identified: 1. Talent Specifically across service design, user experience design, interaction design, visual design, developers, tech architects, dev ops, security specialists, product managers, delivery managers, content and analytics. 2. Agile Coaching People who can lead & teach agile, specifically scrum, with experience in large organisations such as finance, banking, and insurance industries
  • 7. The Digital Collective – Proposal for the Digital Transformation Office7 D/C – Proposed Structure The D/C will be a non-profit entity owned by the members and contracted to the DTO. Through the D/C the DTO will access support and talent through its 3 types of members: 1. Facilitation Agile coaches and consultants that can teach and mentor DTO employees as well as be deployed across specific projects as required. 2. Project A mix of individual contractors, studios, agencies and SMEs that deliver specific, discrete project outcomes and deliverables as briefed by the DTO. 3. Secondment Large corporates, technology companies, start-ups and incubators enable their staff to be deployed on secondment to the DTO on a 1, 3 or 6-month basis.
  • 8. The Digital Collective – Proposal for the Digital Transformation Office8 D/C – In Operation The Digital Collective becomes a hub incorporating 5 key areas of expertise dedicated to deliver a scalable solution for the DTO. 1. Product The product owner. 2. Strategy Business and overall strategy. 3. Design User research and experience design. 4. Development Open source / Drupal development. 5. Operations Agile / Scrum masters.
  • 9. The Digital Collective – Proposal for the Digital Transformation Office9 D/C - A Virtual Powerhouse Through the D/C the DTO can access a pool of digital talent available no-where else in Australia. The D/C effectively becomes a talent powerhouse that can be used to pilot new ideas, access specific expertise or even build teams designed for the specific purpose of the DTO’s requirements. We believe this is a truly innovative way to provide access to the best talent in the industry in a truly scalable way.
  • 10. The Digital Collective – Proposal for the Digital Transformation Office10 D/C - Specialist Disciplines The purpose of dedicated experts and practitioners that lead an area such as User Experience Design or Drupal Development is that they keep themselves on the leading edge in the constantly evolving digital landscape. These leaders and their businesses work within discipline oriented communities locally and globally to ensure they are up to date on the latest case studies, developments and trends in their area of expertise. This also provides them the ability to leverage specialist contractor knowledge that is sometimes only available through these networks and communities. The structure of the D/C would allow the DTO to activate specialists where and when they are needed to validate ideas or deliver against a specific DTO strategy or project.
  • 11. The Digital Collective – Proposal for the Digital Transformation Office11 D/C - Founding Members We have taken a multi-disciplinary approach to our founding members based on the two areas of support outlined by the DTO. We believe these organisations are a way to access some of the best talent in Australia. 1. Welcome to I/O I/O is a privately owned innovation consulting firm helping businesses deliver exponential growth. Their consulting services focus on technology led innovation using insights, consumer psychology, data analysis and business operations to create profitable new products, new services, new experiences and new businesses. Core Focus: Strategy Principal: Samuel Tait LinkedIn: au.linkedin.com/in/samueltait Website: welcometo.io 2. Velvet Onion Velvet Onion is a service design and user experience design agency. Services cover user experience design, design thinking, applied research and service design. The agency also runs it’s own highly regarded user experience academy teaching best practice across an 11 week UXD course. Core Focus: Design Principal: Charbel Zeaiter LinkedIn: au.linkedin.com/in/charbel Website: velvetonion.com 3. PreviousNext PreviousNext has cemented its reputation as Australia’s most experienced and highly regarded team of Drupal CMS experts. Having built more Australian Government Drupal websites than any other firm, it is has leveraged this experience through the release of aGov platform that was subsequently selected as the core software for govCMS. Core Focus: Development Principal: Owen Lansbury LinkedIn: au.linkedin.com/in/owenlansbury Website: previousnext.com.au
  • 12. The Digital Collective – Proposal for the Digital Transformation Office12 Founding Members 4. Snepo Snepo was built out of the kiosk software industry and houses developers able to code fluently in multiple languages including Java, Objective C, C++, Ruby, C#, Javascript, HTML and Python. The team has most recently delivered interactive experiences for the Australian War Memorial and the National ANZAC Centre. Core Focus: Development Principal: Ben Moir LinkedIn: au.linkedin.com/in/moirben Website: snepo.com 5. Interesting Interesting and their teams have been technical lead on projects that have most developers running for cover. With technology and development as their core focus they have delivered complex, robust technology solutions for clients like Westpac, Real Insurance, the NSW Business Chamber and Weet-bix. Core Focus: Development Principal: Tristan O’Shannassy LinkedIn: au.linkedin.com/pub/tristan-o-shannassy/2/36/ba9 Website: interesting.com.au 6. Whitebox Analytics Thirteen years of data and analytical experience in Sydney and London ensures Whitebox consultants deliver the data strategy and the analytics to fit with a client’s goals. Responsible for driving data strategy and analytics for their clients with their team’s Australian experience including MasterCard, David Jones, Nestle, Toyota and BT. Core Focus: Analytics Principal: Louis Keating LinkedIn: au.linkedin.com/in/louiskeating Website: whiteboxanalytics.com.au
  • 13. The Digital Collective – Proposal for the Digital Transformation Office13 Founding Members 7. Catchi Catchi is a technology agnostic consulting firm delivering multi- channel, multi-device Conversion Rate Optimisation, Personalisation, Individualisation and Digital Engagement Programs. Catchi is a CRO training provider for ADMA and the Marketing Association of NZ with experience across multiple industries including Government. Core Focus: Analytics Principal: Michaela Aguilar LinkedIn: au.linkedin.com/in/michaelaaguilar Website: catchi.com.au 8. Axis Agile Axis Agile is a specialist Agile training, educator and consultancy. The team includes certified Scrum Trainers, Scrum Masters, Scrum Product Owners and Scrum Professionals and provides training through their globally acclaimed authors and trainers who have worked locally and globally across a range of sectors. Core Focus: Agile Principal: Ilan Goldstein LinkedIn: au.linkedin.com/in/ilangoldstein Website: axisagile.com.au 9. PragmaTeam PragmaTeam teach individuals and teams how to be agile. It is a behavioural process, leading to cultural change, which is supported by the adoption of practices rather than constrained by them. Our team are highly experienced across standard methodologies such as SCRUM, SAFe and XP. Core Focus: Agile Principal: Sarah Atkinson LinkedIn: au.linkedin.com/in/pragmateam Website: pragmateam.com.au
  • 14. The Digital Collective – Proposal for the Digital Transformation Office14 D/C – In Action To provide an example of how the Digital Collective and the “Hollywood Model” could be engaged for the DTO we have outlined an example project team. The project team could be flexible to support the DTO in those areas required for the project. For example, if the DTO was to take the product owner role, then the D/C could support with staff in other areas of expertise. This model is flexible enough to support the DTO in whatever role they take within a project, even when the DTO decide not to take responsibility for a role within the project team. 1. Product The product owner = The Digital Transformation Office 2. Strategy Business and overall strategy = I/O 3. Design User research and experience design = Velvet Onion 4. Development Open source / Drupal development = PreviousNext 5. Operations Agile / Scrum masters = Axis Agile
  • 15. The Digital Collective – Proposal for the Digital Transformation Office15 D/C - Seconding Members As part of the D/C we are proposing that a number of technology companies, start-ups and incubators also be involved. To this aim we have commenced discussions with the following organisations to discuss their involvement in a potential DTO secondment program made available through the Digital Collective. Secondment 1. Technology Companies Google Facebook Salesforce Fred IT Court.FM LinkedIN Atlassian Amazon Web Services 2. Start-Ups BigCommerce Canva Stackla Nitro 99Designs Airtasker Invoice2Go OneShift Tapestry Beat the Q SocietyOne Health.com.au Mint Payments HealthEngine 3. Incubators Fishburners BlueChilli TankStream Stone & Chalk Muru-D Incubate ATP Innovations Pollenizer
  • 16. The Digital Collective – Proposal for the Digital Transformation Office16 Suggested Next Steps We would be happy to discuss any questions relating to this proposal in person or on a conference call. In regard to next steps we truly believe that collaboration is key for this new model to work for the DTO and a number of questions and areas would need to be defined which is why we would suggest a workshop with principal stakeholders to discuss these areas in depth. A number of areas we think would need to be discussed include: § Specific goals and objectives of the DTO § How this model would need to be adjusted to support these goals § How would procurement work in relation to project work and secondments § Fee structures and invoicing process § Ways of working and engaging with the DTO § Identify key stakeholders for government approval. We look forward to your review and feedback. For all enquiries please contact: Samuel Tait Managing Partner, I/O samuel.tait@welcometo.io 0478 197 713
  • 17. A “Hollywood Model” for the Digital Transformation Office.
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