kahootz.com - Cranfield

Smart Working Collaboration in the Cloud
ICM Symposium 2016
Cranfield University
kahootz.com
The way we work is changing
• The business world is moving faster and faster
• Organisations across all sectors desire more agility
• Cloud, social and mobile technologies are influencing us
all
• Workforces are demanding greater freedom in managing
how, and where, they work
• The modern workplace needs to ‘accommodate’ team
working for staff, partners, suppliers, customers and
other key stakeholders
• The workplace no longer needs to be a physical space
kahootz.com
Smart Working in the Civil Service?
…. the Civil Service will be
more efficient and a better
place to work, where people:
– Focus on outcomes not
process
– Are empowered by
technology
– Work flexibly and costeffectively
– Collaborate more effectively
with other teams in their own
department and other
departments
– Maximise productivity and
innovation while reducing
environmental impact.
kahootz.com
Smart Working, TW3 and the Digital Workplace
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Smart Working (TW3)
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Flexible Working – involves HR
developments such as part-time working,
job-share, flexible hours, homeworking etc
Business Transformation – includes
paperless offices, process re-engineering,
outsourcing, electronic service delivery etc
Work Anywhere – facilitated by
collaboration technologies, activity-based
working, desk-sharing, hubs, mobile,
homeworking etc
The Digital Workplace
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Communication and employee
engagement
Collaboration, internal and external
Finding and sharing of information and
knowledge
Business applications (process specific
tools and employee self-service)
Agile working -- the ability to be productive
any time and place
kahootz.com
“Social” (Communities)
• Discovering, Learning, Sharing and Collaboration
• Real Time, Dynamic, Unpredictable
Social Media
THE
DIGITAL
WORKPLACE
“Content” (Collaboration)
• Team and Project Collaboration
• Creative, Co‐ordinated, goal‐orientated
Sharepoint etc
“Managed” (Intranet)
• Official Communication & Managed Information
• Authoritative, Stable, Reference
Intranet Portal & Pages
The Digital Workplace
• Key goals:
– Utilise consumer IT where
possible
– Empowered users
– Good user experience and
require minimal or zero
support
– Work anywhere, anytime,
any device?
– Apply proportionate
Security
– Improve collaboration and
productivity
kahootz.com
“The Digital Workplace enables new,
more effective ways of working;
raises employee engagement and
agility; and exploits consumeroriented styles and technologies”
- Gartner
Public Sector Agility?
Agile procurement (G-Cloud):
• Easy-in, easy-out
• Elastic call-off contracts
• No BIG deals!
Agile IT:
• Cloud & mobile
• Choose your own devices
• Simplify security standards
Agile & new ways of working:
• Speed-up business innovation
• Improved collaboration
• Easy to adapt and scale
• Iterative IT development
kahootz.com
G-Cloud PGA is no more - It’s OFFICIAL!
• Pan-Government Accreditation?
– Process not scalable
– IL0 – IL6 not fit for purpose
– OFFICIAL – SECRET – TOP
SECRET
– Avoid ‘Special for Government IT’
where possible
– Assess G-Cloud services against 14
Cloud Security Principles
• Pre-approved services/suppliers?
– Internal ‘choose-your-own’ online
Cloud catalogue
– Departmental accreditation
kahootz.com
The Cloud – Ideal for Innovators
• Technology Adoption – don’t fight the stats!
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Early end-user involvement
Instant deployment
Prove and fine tune your business case
Agility
Flexibility
Better cost-control
Perfect your approach to governance
Avoid costly mistakes
Benefit from creativity
kahootz.com
Easy in: Try-before-you-buy
• Reduces procurement risk
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Ease of use
Performance
Support
Functionality
‘Cost of success’ price
transparency
• Speeds-up deployment
– How fast? Minus 30-days!
– Time to sort out paperwork
– Zero negotiation for all
concerned  
kahootz.com
The Extended Enterprise
• Stakeholder Engagement
– One size does not fit all
– Collaboration is only one part of a project
– Requirement to involve more people in
shaping policies, business transformation
and designing new services
– Need to find most economic way of
engaging and working with an increasing
number of stakeholders
– Online methods can augment more
traditional offline activities
kahootz.com
Digital Workplace > Digital Channels
• Be flexible
– A stakeholder
project is likely
to utilise a range
of methods
– Use the
communication
tools that are
most appropriate
for each
stakeholder
group / activity
kahootz.com
There’s more than one-way to collaborate
•
New ways of working often
require a culture change – topdown and bottom-up
– There needs to be a reason to
collaborate
– Not a one-size-fits all approach
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Project Management
Deal Rooms
Emergency Planning
Gateway Reviews
Business Intranets
Client/Partner Extranets
Special interest Communities
Bid Management Workspaces
Virtual Committee Rooms
Social Networks?
– Innovation, experimentation and
idea generation
– Growth in users = exponential
increase in value
– Start small, THINK BIG!
kahootz.com
???
User configurable workspaces
– Context is King!
kahootz.com
Corporate Professional Local
RICS Virtual Communities
Barriers to engagement
• Culture
• Geography
• Frequency and Logistics
• Activity (or lack of) between meetings
• Administration costs (financial and
resource)
• Lack of democracy and ‘younger’
member input
• Changes to working practices
www.rics.org
Corporate Professional Local
RICS Virtual Communities
Business challenges
• Streamlining of boards and move from
representation
• Move to more accountability
• Improve standards and maintain
relevance
• Need to engage with wider pool of
member expertise
• Global strategy
• Carbon footprint and environment (data
sustainability and information legacy)
www.rics.org
Improvements in both productivity and quality
kahootz.com
Simple ROI
•
17 Professional groups
– Average group consists of 28
board members (8 of which in
International locations)
– Receive 10 papers each
• Admin, print & postage saving =
£11,200 pa
– Meet for Executive Board 4 times
per year
• Now able to reduce attendance by
50% saving/year:
– travel costs of £45,000
– 18 metric tonnes (rail) to 45
metric tonnes (car) of CO2
• International members involved
more often (travel expense cap
negated)
•
Total membership savings (time
& resources) estimated at £850k
pa
kahootz.com
Case Study: Havant & East Hants Councils
• Client challenges:
kahootz.com
Jun‐14
Mar‐14
Dec‐13
Sep‐13
Jun‐13
Mar‐13
Dec‐12
Sep‐12
350
300
250
200
150
100
50
0
Jun‐12
• a shareable document
repository with workflow
• discussion boards
• a task facility
• access from mobile devices
• ‘Up to’ IL2 security
“With regard to price, we assessed not only the initial cost of user licenses but also what the cost of success would be should we decide to expand the collaboration software to support other council shared services.” Kahootz user licenses
– To ‘do more with less’ via
shared services
– Minimise cost of travel,
meetings and
communications
– Shopped on CloudStore for:
Case Study: Havant & East Hants Councils
• Collaboration service evaluated and chosen by users
“Much more efficient collaborative working which will avoid the need for meetings and unnecessary travel."
Matthew McKeown (Corporate Programme Office Manager)
"Easy to navigate and store documents… and great for creating questionnaires and databases."
Jennifer Woodham (Projects Officer)
“This is a great system… I think it is really useful for our team to store and update documents and will really benefit teams working across different sites."
Lorna Williams (Business Improvement Officer)
“This looks promising… very easily accessible, have already tested it by accessing it at home."
Brian Riggs (Engineering Technician)
kahootz.com
Case Study: Havant & East Hants Councils
• Unexpected bonus – Innovation of new ‘time sheet’
application
kahootz.com
Case Study: Havant & East Hants Councils
• Unexpected bonus – powerful reporting tools
kahootz.com
Case Study: DWP/Morriston Job Centre Plus
• Challenges:
– DWP looking for new ways
to innovate and involve
staff in system specification
– New enterprise-wide
systems will take time to
roll-out
• Outcomes:
– A simple tool developed by
the users, for the users
– Delivered in < 2hrs
kahootz.com
“Kahootz has given us the opportunity to develop a database which allows us the freedom to adapt and modify it to suit our business needs. Its ease of use enabled the team to create a simple and effective working tool that both mirrored and enhanced our customer journey. It has proved invaluable in the sharing and updating of claimant information on a daily basis which has supported staff in their delivery of JCP services.”
Caroline Westacott, Jobcentre Manager
Invented here! - Staff Comments
“It makes my job much quicker and
easier because all the information I
need is in one place”
“Finally a system that suits my needs”
“I feel proud that we have developed a
system that is unique to our delivery”
“It’s changed the way I work for the
better”
“It was nice to know that even with
limited IT expertise, I could still
contribute to its development and
usage”
kahootz.com
DH eXchange
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Over 13,500 users using 200+ workspaces
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90% currently used for document share
between DH , ALBs and NHS
Organisations
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Gradually other functions are being used:
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Questionnaires
Video Hosting
Database Functionality slowly increasing
once users have seen a working example
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Audit activity for DH to see which
organisations are reading the
documentation
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eXchanges have been set up in just a
couple of hours for urgent pieces of work
involving data share
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Pigeon Hole type systems in use for NHS
Organisations to submit and retrieve data
(by use of secure folders)
Workspaces can be set up in just a couple
of hours, this includes user training \
awareness session
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Full comprehensive support site and
knowledge base
kahootz.com
Use case - Health emergencies
• Ebola Communications Network
– Multi-agency community
– set up and running within just a couple of hours
– Ensure messages to staff, Ministers and the public were clear,
consistent and accurate in a time of crisis
kahootz.com
Maximising involvement without wasting money
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Some users are naturally less
active
Programmes and valued content
take time to roll-out
Engagement opportunities will
drive-up usage
Change in culture sometimes
required
No need to “purge to save”
We have to work harder to make
Kahootz compelling
100% adoption guaranteed?
Currently - not wasting over
£40k/month!
kahootz.com
Industry recognition for G-Cloud ‘partnership’
• Estimated savings of
£500k per year
• Each DH ALB saves
using shared service
agreement
“A good example of why our project won the UK Cloud Award 2015 is how DH and Kahootz worked together to deliver the NHS Centre for Procurement Efficiency (CPE) community networking platform within only 15 days from contract start to go live to coincide with the Ministerial launch of the new NHS Procurement Service. Before the Digital Marketplace, traditional procurement and IT development approaches would have made such a short delivery timeframe an impossible task” ‐ Sophie Rawlings, Dept of Health.
kahootz.com
Communication Challenges?
– How can I make it easier to engage
and involve team members, partners
and suppliers?
– How do I improve collaborative
project communications to manage
and speed up procurement?
– How can I ensure team members
and interested parties are kept
informed and up-to-date?
– How can I work with team members
and specialists based elsewhere,
without the need for costly travel or
meetings?
– How can I avoid uncontainable and
unreliable email attachments and
control access to information?
kahootz.com
kahootz.com
Working with suppliers
• Manage relationships
– Many stakeholders (cocommissioning, shared
services)
– Many suppliers (Lots, subcontactors)
– Go beyond the ‘famous few’
• Manage information
– Provide a single definitive
source of truth
– Maintain security & access
control
– Enable agile team working
kahootz.com
In Kahootz with ‘Team Defence’
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Secure Collaborative Work
Environment (CWE)
Estimated budget £3m/2 years
Jan ‘15 - Short-listed via the
Digital Marketplace
Mar ‘15 - Free trial (mandated)
Mar ‘15 - Clarification of
security and commercials only
June ‘15 - First face-2-face
meeting - after award!
Departmental security
accreditation to OFFICIAL
(plus SENSITIVE)
Ordered on a pay-as-you-go
basis via internal catalogue
No BIG DEAL ! No £3m!
kahootz.com
Selling a Cloud commodity to MOD consumers
• On-boarding
– DAIS Accreditation
– Operational Service
Agreement – between
ATLAS (DII Delivery
Partner) and INOVEM
– SyOps – Defence Share
Do’s & Don’ts
– Guide – Service
Description for MOD use
– P2P – Exostar registration
– ISS Catalogue (coming
soon)
kahootz.com
Disruptive ‘Land & Expand’ Marketing
• Establish a ‘D-Day’ beachhead
– Show you can deliver value quickly
– Provide a good and reliable service
– Use customer success to breed success
• Defence Share experiences to date
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Free trials offered to MOD business units
Smallest project 4 users
Largest project 600 users
Average cost circa £3/user/month
Only 2 days of training purchased
New ways of working:
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Tender evaluation
Gateway reviews
Inter-department collaboration
Performance management
Access by SMEs and International Partners
kahootz.com
Disruptive Commercials – Active User Pricing
• Opportunities through innovation
– Leaner procurement, greater value for
money
– On tap resource via call-off arrangement
– Residual spare capacity in license
– Instant deployment, in a time of crisis
– Useful lessons learnt for Defence as a
Platform (DaaP) commercials
• Challenges – processes & culture
– Micro-invoicing and CCS MISO reporting
painful
– P2P systems not fit for purpose
– Slicker catalogue ordering required
– New receipting methods/culture
kahootz.com
“Utility Computing is the packaging
of computing resources, such as
computation, storage and services,
as a metered service. This model
has the advantage of a low or no
initial cost to acquire computer
resources; instead, computational
resources are essentially rented.”
- Wikipedia
Questions?
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