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Cloud transformation isn’t just a technology decision. You need to understand the key business drivers that are taking you to the cloud. And once that is understood, a cloud strategy becomes aligned to your company’s growth strategy.
Many IT functions grow to reflect the systems they run. As technologists we are often attracted to logic, structure and systems thinking. Code it in once, and it is done. A rule the system follows beautifully, until you change it. But when we release new systems, new features, or fully transform organisations, that kind of thinking has limited reach. We rely on people to change their behaviour, to start using new systems and processes, to start planning differently, and to stop making important decisions without the right insight.
New systems that are not used, or are not used right, do not deliver the expected return on investment. Staff spend time re-training, raising support tickets, asking others for help, or avoiding new systems, which negate the expected benefits that come with a digital transformation.
Below, we explore some of the tactics we use to accelerate positive outcomes when delivering Digital Transformation in the Public Sector. These are founded on well-researched Behavioural Economics principles, and at UBDS we have seen it work countless times across cloud, networks, and data transformations.
Whilst there are many principles to consider, here we will expand on how to apply a simple framework to digital transformation through a few examples.
The EAST framework is developed by the Behavioural Insights Team, a UK-based global social purpose organisation that informs policy and improves public services. It lays out 4 tactics which can accelerate outcomes and increase adoption. These always need to be applied with thought and care to maximise positive outcomes for the public.
Using these approaches, coupled with our deep technical and programme management expertise, helps our teams feel empowered to deliver innovative systems and infrastructure, at scale and pace. For citizens and organisations, it is easier to adopt the change, take positive action, or support the programme’s success. Both result in realising the expected return on investment and avoid ending up with a technical or theoretical change that is not fully adopted and exploited.
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