Monthly Archive for July, 2010

It’s what you were meant for

Inspiration at 6 am on a cold Summer morning in Birmingham

On the journey to work this morning, I noticed a wonderfully phrased advert for a National Bank announcing “It’s what you were meant for”.  Of course, the attempt at “association by empathy” was cleverly placed on a billboard at a major railway station: after all, who would not want their own business and the images emphasized what a fulfilling and rewarding life it might be.

At 6 a.m. on a dull Tuesday morning, it got me thinking about what “our software was meant for”.  The “Parent” in me feels that it sort of has a life of its own – I was there at its birth and I know exactly why it was conceived and, just like any parent or carer, I feel I have helped it on its journey to some extent and influenced its maturation.  Now, just as with “grown up children” it seems to be delivering exactly what it wa designed to deliver.  Perhaps, just like our “grown up” children, that does not always happen?

Confirm helps people save money, lots of money.  The conversations before conception were all about what Local Authorities actually do, how they constantly re-organise their internal structures whilst the need for their ever more efficient services persists.  I kept an image in my mind of a Frontier Town in a Western movie and thought of how the services provided by the seedling Town Hall staff were providedand  then how they evolved through the years.  In 1991, it was clear to me that the image kept changing, kept evolving and that each year brought new and sometimes unpredicted demands for increased efficiencies.  So we predicted that the situation would never change and we have yet to be persuaded away from this viewpoint by evidence in Government life.

So, in conceiving Confirm software, as well as the software we had to conceive of the environment in which it might exist, the supporting strctures and processes that would keep it in touch each day and every day with a world that could not be predicted, but could be predicted to change in an unpredicatble way.

It's what you were meant for...saving money, lots of money

We resolved to lay the foundations for User Groups, Consultancy staff who were domain experts and a domain-led CPD programme, Software developers who did not work in an ivory tower but WITH every-day front line users and support that provides quick turn-around answers to users who either “did not know” or had simply “forgotten” which buttons to press.  We laid foundations that were solid and would cope with our own organisational changes as well as the more frequent changes in our users’ organisations. And we architected software that delivered real value to our users, whilst “architecting” processes that would sense what additional functionality the marketplace would value.

Confirm exists in a working environment where the users lead the way, where the new challenges that are thrown at our users by our new UK Government force them to see new opportunities within Confirm and how it can play its part in helping them and their departments achieving these mammoth savings without degrading services.

If I could talk to Confirm, I might say “It’s what you were meant for”.

Ian Watmore joins the Efficiency and Reform Group

Ian Watmore, the new COO at the Efficiency and Reform Group

Interestingly, the Cabinet Office announced today that Ian Watmore joins the Efficiency and Reform Group as Chief Operating Officer from September 1st 2010 (this link for the full story).

On a fairly modest salary compared to the already required £6.2bn savings his new team have to deliver, it looks like he will re-enter public service with a mission in mind.

So I thought I would look up his background whilst we wait to see what he brings – cut staff or improve efficiency and let staff attrition happen through voluntary redundancies, early retirement packages and discharging duties that Government Organisations should have been but weren’t through previous staff cuts (…and there are little magic people at the bottom of my garden)

Ian Watmore is a Trinity College Cambridge graduate in Mathematics and Management Studies, so he should be able to grasp complex business problems and see straight through to the potential for efficiency potential.  He was Chief Executive of the Football Association so, being English, might let a few balls drop unexpectedly and may not control the game too well.  Finally, as an Arsenal fan living in Wilmslow, Cheshire, he might be used to “living with the enemy” (do a few rich football players from a “certain” rival football team live nearby?).

A degree in Mathematics and Management Studies

All the best to Ian Watmore and here’s hoping for sustainable ideas that are good long term bets.

Facts: Ian Watmore began his career in Andersen Consulting (later Accenture) in 1980. In IT and management consultancy, Ian worked on many of their largest business transformation client engagements globally, and ultimately chaired their global Diamond Client Forum.  In 2000 Ian was elected as the youngest ever Managing Director of Andersen Consulting UK by the UK leadership team which covered the transition to Accenture.  In 2004 Ian joined the Civil Service. His first role was as Director General and Government Chief Information Officer in the Cabinet Office before moving in 2006 to lead the Prime Minister’s Delivery Unit at No 10. In 2007, Ian became Permanent Secretary for the newly created Department of Innovation, Universities and Skills where he helped design and build a new government department whilst delivering major policies for the nation. Ian’s most recent role was as Group Chief Executive of the Football Association group, from which he resigned in March 2010.