So, we’re in the middle of of an urgent legacy system replacement project (no real business change) with the general ups and downs and complications of historic data transfers. We thought we were doing a fine job. We absolutely knew we were doing the right thing, we were meeting the business case objectives (albeit just replace the failing system), we were resolving the reported issues and moving from a high risk to low risk position asap. Maybe a little delay but within budget.
Business as usual doesn’t stop. There were issues being reported on the legacy system which continued to justify our approach. We received some negative customer feedback from a resident whom had been impacted more than most. With the technical problem being quite complex itself, we decided we needed to really understand why the impact was so severe for the individual. Therefore we decide to go for the face to face meeting, it turned out the resident was also representing a much wider group of somewhat unhappy businesses in fact a key member of the Planning Forum.
The low point. The system we were moving to was far from perfect, in fact had a myriad of issues, nothing show stopping just a generally poor usability. Meeting the representative in person and really understanding their needs was the moment we realised that no matter how well we completed this current project (that had hung around for years and nobody wanted to do), the outcome would not be a very happy customer. It would deliver a mediocre experience that just about did enough to be useful. The main problem wasn’t necessarily the incumbent back office system being any better or worse than the alternative market solutions. None of the alternatives stand out to provide a journey our residents or business would prefer to use.
The problem and what to do about it. We have suppliers slowly developing their back office solutions for our Planning teams and now slowly focusing upon our customers. We have a somewhat frustrated Planning department wishing things could be better with only a flickering light at the end of the tunnel. To add to the mix, having different solutions has brought an inconsistent customer journey across boroughs. After asking ourselves what we needed to do we came up with:
- Better understand our user needs to pressurise our suppliers and influence their roadmap
- Stimulate the market and look towards the adoption of rapidly changing technology
- Provide our Planning department with a vision of what ‘really good’ could actually look like
Some bright spark said let’s do it. The ‘bright spark’ wasn’t me and the ‘it’ would become a five day Google Design Sprint – Basically a group of Planning experts and digital experts taking their knowledge and experience to develop a prototype of what ‘Good’ could actually look like or at least in a demo! (see full proposal) We couldn’t do it ourselves and the synergy of collaboration would be a huge benefit. A lot of good work has been done in this area so we chose some other local authorities on a similar journey to run with. Looking at the wider arena we found Future Cities Catapult are looking at the end to end Planning environment and after meeting with them it turned out to be a great match.
Scary or Exciting? We now have an ensemble of planning and digital experts all in agreement that something needs to be done. We have a framework for the week and held a Doodle poll to survey the best dates. The sprint schedule for the week is under construction and things are developing fast with the new Scrum Master. We’ve decided to invite the Deputy mayor of London as well as some further distinguished digital guru’s. So a little added pressure to deliver.
To be continued…..Friday