As your agency faces new challenges and responsibilities in the wake of COVID-19, the EY agency transformation approach can support how you navigate and prepare for now, next and beyond.
There is no one right transformation model, but there is a right way to execute
Public sector executives are faced with pressure to improve performance, reduce costs, modernize technology and increase compliance across the enterprise. Agencies are asking:
- What technologies can help us reduce cost and improve performance?
- Can we realize near-term benefits on the road to transforming our organization?
- We are modernizing, but things are worse. How do you fix a transformation?
We know that in the federal government, one size does not fit all. Transformation programs must be selected and tailored for the environment, managed like a project and evaluated for the benefits realized.
The EY Agency Transformation Framework, built on our public sector experience, industry lessons learned and deep technical knowledge, enables systematic change to how government agencies meet objectives.
How to manage transformation
Our Transformation Roadmap lays out what is necessary to meet agency challenges and achieve sustained mission and operational benefits.
EY Transformation Roadmap
We support your journey by addressing key agency dimensions on two parallel paths: a systematic transformation approach from vision through execution and a fast track to deliver near-term performance optimization initiatives.
Whether you are starting out or looking to accelerate results, we have the experience and tools to support your transformation. Our approach is based on five key milestones, linked by an iterative build process.
EY Performance Path: monitoring key dimensions for program success
Leadership >> Alignment >> Execution >> Adoption
Transformation Best Practices
Transformation success requires a holistic view: policy, data, processes and more are impacted. A change to one process may have a rippling impact and create new capabilities and requirements. The EY Operating Model MRI sets the operating baseline to assess what will change and what will be impacted in your organization. In particular, the end model should include new data sets to support decision-making.
Teams will want to report what is easy to measure, but the challenge is agreeing to a reporting system that identifies impact, value and risks early on. Where possible, agencies should employ predictive reporting and forecasting to understand resource requirements, benefits to be realized and risks to be mitigated.
It doesn’t always go as planned. Large- scale programs fail at astonishing rates, often due to poor scoping and communication. Before the program begins (or in mid-flight if necessary), interim indicators should be established to ensure that you are realizing the expected progress and benefits per the schedule and the budget. Measures should be included for stakeholder engagement, scope creep, project deliverables and impact. And, trigger points should be agreed to for a “project pause” to reassess how things might need to be changed.
Projects don’t usually fail for technical reasons. Failure to deliver on transformation initiatives can be attributed to four major themes: leadership, alignment, execution and adoption. We continually assess these dimensions as a health check for the transformation, asking questions that include:
- What are the desired outcomes and corresponding metrics?
- Are there any key skill gaps on the team? What are they?
- Has a detailed work plan been developed?
- Are you concerned that people will not support this project?
Approximately 65% of transformation programs fail, with many more going over budget or not delivered on time. Establishing a control tower is a way to mitigate the challenges that drive these poor results. A control tower enables program transparency, effective communications, dependency management, decision-making and escalation. Online digital toolsets can automate intake and prioritization, approvals, progress tracking and benefits management all in a visualized format for easy understanding.
Data analytics: a critical but disappointing tool
While data analytics was identified as the leading technology to drive transformation, 40% of public sector respondents said they are either somewhat or very dissatisfied with their access to data to support decision-making within their organization.
HR management: in need of transformation
of public sector professionals surveyed rank human resources as the function most in need of transformation.
Key to successful transformation
73% of government respondents identify communicating and engaging with staff and stakeholders as the most important tools in supporting transformation programs.