‘Putting digital at the core of everything we do’. Our Chief Digital, Data and Technology Officer, Rob Thompson, sets out how our name change and rebrand reflects our purpose and ambition for the future.
...lots of scribbling, crossing out and sticky-tape. The aim is to end up with a high-fidelity digital process map that can be printed at high resolution and digitally shared. The...
...how they can be grouped together. Record time against tasks You need to break tasks down into columns so that you have plenty of space for multiple processes. Excel works...
...user researchers – are heavily involved in getting the user needs right for a service. The team is responsible for building the service to meet those needs in the right...
...‘redesigning all the websites and letters, talking to everyone involved, reviewing casework processes, system maintenance and code, while understanding the wider context of someone’s real user journey – everything that...
...can pitch their discussion ideas to the audience, one-by-one, and once all the ideas have been heard, people choose which discussion they’d like to be a part of. The discussion...
...make matches to accommodation offers and to services in Local Authorities. We reused code from another service, which gave us a head-start. We built the service in an agile way,...
...‘core ways of working.’ Then we thought that sounded a bit prescriptive. And if each team is doing one methodology totally out of the box, we probably won’t get the...
...now that vision is suddenly out of date, so someone sets out a new vision. And so the cycle continues. This thinking reveals the belief that there can be a...
...mandatory for public-facing transactional services, we hold all our internal services to the same standard. This is because our internal users are really important too. If we build great services...
...all learning and trying new things. How do we share those learnings so that we make better decisions in the future? Here are some things we’re doing to better collaborate...
