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The case describes how Mike Bracken, the newly appointed head of the UK Government Digital Service (GDS), took on the massive challenge of setting up, from scratch, a centralised team to deliver online public services efficiently online across all of the government’s digital channels. This involved not merely overcoming great operational and technical challenges – legacy IT systems, lack of recognition and reward for specialist skills – but instigating deep cultural change and securing senior-level buy-in to make the necessary changes happen. The case illustrates how to approach implementing large-scale change across a highly bureaucratic organisation; in this case, the UK government. As such, it is a beautiful illustration of where agile works well. One key point to note is that, rather than focusing on the specifics of agile working, it demonstrates when agile methods can be a very powerful tool for enabling change. It also illustrates the importance of a decisive leader in getting an agile way of working implemented (and to some extent, risk-taking on the part of Mike Bracken and his sponsor in government). We will discuss the pros and cons of this approach.
- Understand the issues in making change happen in large corporations and the tactics to use.
- Highlight the criteria and preconditions necessary to implementing change successfully in such a scenario.
- Illustrate how agile working can be successfully deployed.
- Show that deploying an agile approach is not appropriate to every situation.
|Publication Date:||August 2018|
|LBS Case Code:||CS-18-28|
|Subjects:||Agile working, Change management, Organisational development, Project management, Strategic planning|
|Industry:||Government, Public sector|