Mobilising your transformation programme to accelerate change
This is the second in a series of articles on the five states of digital transformation.
When it comes to mobilising a digital transformation programme, what are the key challenges for each type of user? What are the core considerations and expected outputs? The Global BIM Network has recently launched the Public Sector Construction Digital Transformation Playbook in which these, and many other, questions are answered. The Playbook details how programmes transition through the states of justifying, mobilising , developing, implementing and scaling to successfully achieve their outcomes.
Mobilising builds on earlier actions taken when justifying a transformation programme. In the mobilising state, large and diverse groups of stakeholders must enact a series of complex actions. For many national public sector-led programmes this may extend over 5 to 10 years.
Technical challenges such as decisions around data formats and classification, software systems and interoperability are also addressed. The success of the programme will depend upon strong and clear public sector leadership and change management. This often requires engagement, encouragement, inclusion and influence to build agreement on the programme’s scope, activities, deliverables and outcomes, and the role of each stakeholder group.
Key challenges for personas
The Playbook outlines the role of policy makers, transformation team members, and owners / procurers / operators in each state of a successful transformation journey. In the mobilising state, these three user types, or personas, fulfil the following roles.
The policy / strategy persona usually initiates and owns the overall programme. Often the sponsor or lead, they specify outcomes, confirm resources, identify constraints and appoint people to initial transformation programme roles. They may also be responsible for implementing policy, legislative and regulatory interventions.
The transformation programme persona implements most of the actions in the mobilising state. Typically, initial transformation programme roles are appointed. Some of these individuals may have been involved already in supporting information gathering and justifying the programme.
The procurer / owner / operator is mainly concerned with implementing change. They are likely to be engaged as a representative of stakeholder groups, receiving communications from the other personas, and giving input on the schedule, gradual implementation and prioritisation of actions.
Five considerations
In the mobilising state, the following considerations are addressed:
- Building the core transformation team;
- Clearly defining and organising the work;
- Establishing appropriate management and governance;
- Identifying and engaging with stakeholders; and
- Commencing external communications.
Typical outputs
Many countries, states and organizations share their work through the Global BIM Network’s online Information Collection. This includes summaries and links to many examples of the outputs from mobilising. Five typical outputs are:
Read the Public Sector Construction Digital Transformation Playbook
Send us your feedback on the Playbook
Look out for the next in our series of articles on the five transformational states
