Capita Symonds - Business Transformation and Innovation

1. Business Transformation and Innovation

2. Context for Change
Organisations need to constantly evolve and
adapt to their external environment in order
to survive.
The effectiveness of an organisation is always
relative to the current context of operation,
and the transformation needed in strategies,
processes, behaviours, workstyles,
infrastructure and places to create smarter
and more sustainable operations.
Capita Symonds Business Transformation and
Innovation Consultancy team can help you
create positive ripples of change within your
organisation that ensure the complex eco-
system of transformation remains healthy
and vibrant.
Neil McLocklin
Transformation Director
Passion – improving people’s lives
Expertise – strategic transformation

3. Climate for Change
Text here…
•24/7 society
•Cost effective
integrated services
•Localisation and
globalisation
•Social responsibility
•Informed and
empowered
customers
TRENDS
•Ageing population
•War for talent
•Diversity
•Virtual organisations
•Speed of innovation
•Government targets,
policies, and reviews
•Regulation
•Taxation
•Public Sector
Borrowing and
Spending Reviews
•The Green Agenda
supported by all
political parties
•Credit crunch
•Recession
•Pressure on central and
local funding generally
•Delivery of more
services with less
budget
CUSTOMER NEEDS
ECONOMIC CLIMATE
POLITICAL FACTORS

4. Vision for Change
"Vision without action is merely a dream.
Action without vision just passes the time.
Vision with action can change the world."
Joel Barker – Academic and futurist

5. Making it happen –
Transforming Vision
Visioning is about knowing where you want to get to.
But, it is worth little unless it is grounded in a shared
and common understanding within the organisation
of what it really means, along with plans of why and
how the organisation is going to get there
Making it happen requires leadership at all levels of the
organisation, from the empowering CEO to the empowered
contact centre agent who can bend the rules to satisfy the needs
of a customer because they understand that their action is
consistent with the vision for the organisation.
(Vision) + (Make it happen) = Transformation
Peter Jones
Associate Director
Passion – sustainable change
Expertise – people engagement &
transformational change
Engagement with managers, staff, partners, suppliers and other stakeholders is critical to making
the transformation happen, along with the necessary investment in infrastructure, processes and
people development.

6. The Transformation Journey
Every day you may make progress.
Every step may be fruitful.
Yet there will stretch out before you an ever-lengthening,
ever-ascending, ever-improving path.
You know you will never get to the end of the journey.
But this, so far from discouraging, only adds to the joy and glory of the climb.
Winston Churchill

7. Transforming Strategy
What is the Right Thing to do for your organisation?
What is the story you can align the organisation behind to
enhance effectiveness?
It is always tempting to apply the ‘norms’ of business
practice, by looking for benchmarks or applying the ‘latest
thinking’ to your organisational challenges. However, the
right strategy for you may not be the ‘MBA Business
School’ one. It may not be the one that peer or competitor
organisations are embarking on.
Renata Drinkwater
Director
Passion – better services, better
value, better outcomes
Expertise – strategic change
It will be the one that recognises what is possible within your organisation having consideration
for constraints and capabilities. It is often different from the path that has been followed in the
past, but needs to build upon the experience and learning of the journey to date.
Consider the past but look to the future…

8. Transforming Strategy
The past provides the biggest constraint on
transformation but gives the organisation the
strength and confidence it needs to make the
necessary changes in the present and the future.
The future presents the organisation with many
opportunities which can necessitate transformation in
to a very different form, and it is often difficult to
prioritise or ‘see the wood for the trees’.
Focus on the right implementable vision and aligning
the organisation behind it is no easy task.

9. Transforming Processes
“We have always done it this way” or “We do our best,
but never quite meet our targets” are familiar sound
bites amongst organisations.
Transforming processes means ensuring alignment of
the value chain of each operation to the overall business
strategy. What does this particular process contribute to
the overall objectives and what are the levers that can
be used to enhance the effectiveness of the process
through re-engineering, people development, innovation
and simplification?
Richard McWilliams
Director of Innovation & Research
Passion – improving performance
Expertise – aligning process to
performance
Processes are very different across sectors and within organisations, but, as examples, there are a
couple that are universal and great tools to enhance organisational effectiveness:
Performance management
Project management…

10. Transforming Processes
 Performance Management
Most organisations have some form of performance
management but too often it is seen as a process to go
through rather than being embedded in the heart of the
organisation driving positive new behaviours.
 Project Management
Whether it is a big IT system or capital project, or
the implementation of an idea to enhance team
working in the office, all projects need to go
though a similar process to achieve the desired
outcomes. This is another process that can often
only attract lip service with the result that people
wonder why the organisation has failed to deliver
benefits.

11. Transforming Infrastructure
The transformed business typically requires an infrastructure that not only aligns with the new vision
but encourages and supports this change. This is not a single element in isolation; rather, it is the
combination of aligned incentives, well managed people development, robust enabling technology,
dynamic real estate and a transformation approach that actually realises the anticipated benefits.
This is why a co-ordinated approach to change is so essential; ensuring
that vision and objectives are aligned for all those involved, whether it
be a combination of staff teams or multi agency partners.
Consultation is critical; technology provides the solution but people are
the formula for success.
Innovative approaches may be required to share services and
infrastructure. ICT systems need to be safe, secure, user friendly and
capable of meeting all the demands of the business. Buildings need to
be fit for purpose and may combine office accommodation with service
provision; consider for instance, the benefits of one building housing
social services, education and health and well-being.

12. Transforming Places
Place of work is a significant factor in any operation.
Technically more and more operations can be located
anywhere – being less tied to the factors of production of the
industrial age. However, new age organisations are waking up
to the fact that location is becoming an even more important
factor in competitive advantage or customer service. Aligning
your organisation with the location demographics of your
customer base or to access the right skills at the right place are
fundamental to business success.

13. Transforming Behaviours
Our behaviours should be constantly under review; changing as
individuals and groups align themselves with the values and
vision of the organisation. It is usually only when you look back
that you recognise the changes in approach and behaviour.
The interesting point is that it is rare to find a conscious effort to
manage the change in behaviours within an organisation. More
often than not, a change in process, infrastructure, or
management are a catalyst for new behaviours. Some changes
are good but we also pick up bad habits – as when driving a car.
We may not be conscious of these bad habits until they are
pointed out or something changes.
Other behaviours need to be changed simply because they are having a negative impact on effectiveness
– operating in silos for example. Often a good starting point is the brand of the organisation – ‘the
promise you keep’. This creates a strong challenge – is the behaviour of the organisation consistent with
the brand values? The behaviour is equally as important as the organisation’s services or products as it
not only has a direct impact on service delivery or product development time, but indirectly in the first
impressions it conveys to potential recruits.
Dave Cordy
Senior Consultant
Passion – sustainable change
Expertise – people engagement &
transformational change

14. Transforming Behaviours
The way you relate to visitors, the way you conduct meetings,
the dress code of the organisation, the way the telephone is
answered, the way stories are told within organisations, the
team dynamics and inter-team relationships are just some of
the things that can have a ripple effect in terms of
organisational performance.
The key to living the vision is through engagement with staff
through raising awareness, developing understanding and
involving people in the change so it perpetuates the ripple
through the organisation to create sustainable transformed
behaviour.
The behaviour also can exhibit many indirect impacts,
including the first impressions it conveys to potential business
partners or new recruits.
Matt James
Consultant
Passion – improving business
efficiency
Expertise – research & analysis of
transformation processes & solutions.

15. Transforming Workstyles
The concept of work has been changing – no longer a ‘9 to5’
routine going to the office. Business Transformation will deliver
major improvements in performance. In order to do this, it
requires a step change in either the business model of an
organisation or its operational delivery model. This requires an
understanding of how people need to work in the future – office
bases, in the field, flexibly or home based – and then ensuring
the operational delivery model supports them from a people
management perspective, a process perspective, ICT and place
of work.

16. Transforming Customer Service
Customer Service: the first and last thing your organisation will be
judged upon.
So why do organisations find it so difficult to get it right?
Usually the approach to the customer has not been integrated
around a common process or set of behaviours within the
organisation or if it has then the approach is stuck to with an
unwavering dogma which resorts to the ‘computer says “no”’
response to every non standard request.
Kevin Lane
Senior Consultant
Passion – improving service experience
Expertise – people engagement &
process change
It is well known that how you deal with a complaint can be the most powerful representation of your
vision and values. In fixing a problem you can ensure a customer stays with you for life and new
customers hear about your willingness to put things right and provide excellent service.
Transforming customer service depends on the alignment of the people to the organisational values
and good processes, infrastructure and measures to support the customer, rather than the
satisfaction of the organisation’s internal demands. The latter will come right if the former is
addressed.

17. Sustainable Transformation
The future of the environment and the need to ensure operations are sustainable is a
critical concern to us all. The UK Government has placed the issue of the environment
and climate change at the top of its agenda and there will be legislation that will place
obligations on organisations in respect of sustainability.
Reduced Carbon
footprint
Reduced use of
paper
Reduced waste –
increased recycling
Reduced energy
utilisation
Reduced
environmental impact
Use of
environmentally
friendly materials

18. Transformational Benefits;
Realisation and Funding
Transformation can be perceived as a costly business due to the up front investment sometimes needed
to realise future savings. Therefore, creating rigour around the benefits realisation is critical to ensure
the return on investment is realised within an acceptable timescale. Whilst there is funding available to
support transformation, it can be difficult and time consuming to keep track of funding opportunities
and the requirements they place on solutions. We can assist; for example, in our partnership with
Blackburn with Darwen BC we have attracted £30m of external funding in the first four years
by working together in this way.
The approach to benefits mapping and business case development starts with the setting of the vision.
Acknowledging the need to set achievable targets and delivery timescales is essential for success. Using
tried and tested models around change along with proof of concept pilots to build confidence of the do-
ability of any transformation is the way to justify investment and realise benefits.
We will share our knowledge with your internal Funding Opportunities team to ensure all opportunities
are identified. In addition, our programme management methodology will track the savings being
generated from transformation projects, allowing real visibility of the current and future funding
situation.
Where more technical financial management is required we can also supply capability from one of our
Capita Group companies, Sector, that specialise in treasury management and capital finance.

19. Transformation and Innovation
A transformed organisation is also an innovative organisation.
Built upon a track record of promoting and commercialising the innovation within our organisation we
help our clients:-
Research markets, trends, and technologies
Evaluate investment opportunities, including sources of funding and business models for
exploitation
Stimulate, recognise and embed continuous improvement and even radical thinking
Project manage research and development activities
Develop revenue streams from their existing and new ‘intellectual capital’
Generate savings through tax credits.

20. We believe…
Transformation is everyone’s business - whatever your leadership role; whether it be of a
country or an organisation, building the aspiration in others (whatever their position in the
organisation) to be leaders every day in promoting and delivering change and improvement
is part of transformation.
Transformation is needed in all sectors of
the economy and all organisations. The
private sector may focus on profit, the
public sector on improving services, the
non-for profit sector on supporting their
mission goals It may look different on
implementation, it may have different
drivers instigating the initial journey of
change, but it is transformation all the
same.

21. Our transformational propositions
Transforming Vision
Transforming Organisational Strategy
Transforming Processes
Transforming Infrastructure
Transforming Places
Transforming Behaviours
Transforming Workstyle
Transforming Customer Services
Transforming Innovation into Action.

22. Our work includes clients from…
London Borough of Lewisham
Birmingham City Council
Sheffield City Council
Swindon Borough Council
Blackburn with Darwen Borough Council
London Borough of Barnet
Southampton City Council
Westminster City Council
AAT
NHS
NHS Direct
Swindon PCT
Dorset Police
Carpmaels
AAT
Highways Agency
Technology Strategy Board

23. Our projects include…
“We could not have made WorkSmart happen
without the dedicated support and capability of
external consultants who were more passionate
about it than us”.
Steve Gough
Director of Programmes,
London Borough of Lewisham
Client: London Borough of Lewisham
Project title: Worksmart Transformation Programme
On behalf of London Borough of Lewisham Council, we
supported the business case development for the programme,
including the property rationalisation, and have been
managing the Worksmart Transformation programme – by
leading change management to introduce new ways of
working across council services involving 1800 staff.

24. Our projects include…
“Capita Symonds has helped us to
understand very complex issues and
given us the confidence to move
forward on a truly transformational
programme of where and how we
work”
Patrick Weir
Swindon
Swindon Borough Council & PCT Transformation
Client: Swindon Borough Council and Swindon PCT
Project title: New Ways of Working Transformation Programme
For Swindon Borough Council we are managing the New Ways of
Working Transformation programme – introducing new ways of
working across the council including property rationalisation,
multi agency and locality working, involving 1800 employees.

25. A final word…
“... be the change you want to see in the world”
Ghandi
For more information contact:
Neil McLocklin
Director, Business Transformation and Innovation
07715 475 135
neil.mclocklin@capita.co.uk
1 Proctor St
London, WC1V 6DW