an enabling environment to realise the benefits of investments and adjust dynamically over time, and a digital environment that enhances productivity and employee experience. Each component of the organisational framework mutually reinforces the other to create a functional digital workplace ecosystem that will be sustainable in the long term. Table 4 outlines the future state with the Strategy implemented. This has been informed by case studies of successful digital workplace initiatives outlined in the (We can draw lessons from others). Table 4 | Comparison of target and current state CURRENT STATE TARGET STATE Accepted and sustainably funded No clear articulation of digital digital workplace strategy that the workplace benefits and a supporting needs of government and the employees business case All departments have fully implemented the Insufficient funding available due to Workplace Environment SOD competing department priorities SETTING Digital workplace outcomes are understood Some departments have developed DIRECTION and inform future business cases specific digital workplace strategies Mixed leadership appetite for change Leaders who embrace digital change in all government departments Poor history of technology change of process transformation capability management resulting in limited benefits across departments with teams empowered to digitalise processes they own Deeply imbedded paper-based More common and high processes processes and record keeping digitalised and associated benefits realised ENVIRONMENT Record keeping policy supports digital, ‘born stay digital’ Records management and compliance largely invisible to the user and embedded in systems ENABLING and process devices and limited choice Core productivity suite that supports digital working e.g. document collaboration, video Collaboration, document management, conferencing etc and office productivity suite are being upgraded Government-wide digitalisation of core processes including correspondence, briefings, SoDs in place for briefings, human human resources and finance resources, finance, and procurement Reliable network access WOVG and department work underway on briefing and correspondence Remote access to key line of business systems Network outages and poor quality ENVIRONMENT remote access experience Pockets of application innovation but many legacy systems cannot be accessed remotely and do not support DIGITAL digital record keeping Some progress on identity & common technology Each objective and initiative is presented in detail in the next section.
an enabling environment to realise the benefits of investments and adjust dynamically over time, and a digital environment that enhances productivity and employee experience. Each component of the organisational framework mutually reinforces the other to create a functional digital workplace ecosystem that will be sustainable in the long term. Table 4 outlines the future state with the Strategy implemented. This has been informed by case studies of successful digital workplace initiatives outlined in the (We can draw lessons from others). Table 4 | Comparison of target and current state CURRENT STATE TARGET STATE DIRECTION SETTING No clear articulation of digital workplace benefits and a supporting business case Insufficient funding available due to competing department priorities Some departments have developed specific digital workplace strategies Accepted and sustainably funded digital workplace strategy that the needs of government and the employees All departments have fully implemented the Workplace Environment SOD Digital workplace outcomes are understood and inform future business cases ENABLING ENVIRONMENT Mixed leadership appetite for change Poor history of technology change management resulting in limited benefits Deeply imbedded paper-based processes and record keeping Leaders who embrace digital change in all government departments of process transformation capability across departments with teams empowered to digitalise processes they own More common and high processes digitalised and associated benefits realised Record keeping policy supports ‘born digital, stay digital’ Records management and compliance largely invisible to the user and embedded in systems and process DIGITAL ENVIRONMENT devices and limited choice Collaboration, document management, and office productivity suite are being upgraded SoDs in place for briefings, human resources, finance, and procurement WOVG and department work underway on briefing and correspondence Network outages and poor quality remote access experience Pockets of application innovation but many legacy systems cannot be accessed remotely and do not support digital record keeping Some progress on identity & common technology Core productivity suite that supports digital working e.g. document collaboration, video conferencing etc Government-wide digitalisation of core processes including correspondence, briefings, human resources and finance Reliable network access Remote access to key line of business systems Each objective and initiative is presented in detail in the next section.