Since Red Kite Community Housing was formed in 2011, we’ve consistently adopted innovative ways of working, with the intention of providing great homes and delivering excellent services to our tenants. In 2018 we formed a new company, Twenty11, which provides a fresh way of letting and managing homes through digital tenancies and flexible rents.
Like many organisations, we’ve ambitious plans for digital transformation, and we are tentatively but excitedly taking the next steps on that journey. There is an enthusiasm within our executive team to embrace the use of technology to transform the business and to make sure we continue to improve the way we work.
To follow the right path, we need a clear strategy to map our journey. Without this, it’s far too easy to stray off course and grab the latest technology for short-term fixes without considering the bigger picture.
In my mind, our digital transformation is akin to a long road trip to a new and exciting place we’ve not visited before. To have a good trip, there are a few things we need to agree before we set off. Most obviously, we need to know where we are starting from so we can plan the best route. We obviously need to know where we’re heading, any stops planned on the way and our mode of travel. Finally, we should really ask our passengers what we want to do when we get there.
To continue the analogy, once we’ve started our trip, we need to be prepared to change course if something unexpected gets in our way; do we have an alternative plan, and what’s the impact of us changing course?
Many organisations will have been working on their digital transformation programmes for some years and most will have made great progress and are already seeing the benefits. However, I know from speaking to many peers across our sector that attention is now on what the next steps in digital transformation might look like for them.
With that in mind, I thought it might help to share our thinking on the process we plan to follow to map the next stages of our journey.
Agreeing the appetite to risk
This really is a fundamental question to ask the executive team and/or board very early in the process. Do we see ourselves as potential leaders who are breaking down the barriers and positioning ourselves at the ‘bleeding edge’ or are we more comfortable watching and learning from others and consequently being a little less innovative? Clearly, the more ambitious we are, the higher risks we’ll face and greater resources we’ll need, but those might be outweighed by the potential benefits of improved services and operating efficiencies.
Bringing the business on our journey
Another important early step is to make sure our new digital transformation strategy is aligned to where the business is heading and picks up any shortfalls within current digital services which stop our teams from delivering great services to tenants. Understanding our business aspirations will ensure our digital tools don’t act as barriers to progress.
Understanding the current picture
This sounds simple, but aside from the main systems everyone is aware of, there may well be bespoke systems or isolated spreadsheets that have been around for many years and simply dropped off the radar. It’s important to not only have a clear picture of what is physically in place but also to understand how effective it is and what problems there are. This step helps us to focus our attention on where the problem areas are and what can be retained. As an added benefit, this step provides valuable engagement with the business and helps with change processes later on because it ensures buy-in and business ownership, helping to ensure digital transformation doesn’t simply become an IT-led initiative.
Considering the art of the possible
It helps to identify the lead person in the business to be our eyes and ears on potential opportunities. We need to understand what’s available in the market to meet our current needs and to support the future direction of the business. It helps to speak to suppliers and other organisations who are further through their journey to learn from their experiences and avoid their mistakes. This part of the process will help us to decide the destination we want to reach.
Getting the data right
This step may be less exciting than putting in some shiny new systems but it’s essential; the adage of ‘rubbish in, rubbish out’ is very valid. Many people are excited about implementing new technologies and are especially interested in the potential of AI, but when planning our journey, we need to be aware that the success of any system relies on accurate, complete and consistent data in order to provide valid results.
Effective change management
Carefully managing the whole start-to-finish process of implementing new systems is a crucial step to ensure any changes ‘land well’ within the business. In the many years I’ve worked in both local government and housing, I’ve frequently seen new systems that are poorly implemented, don’t deliver the benefits expected or fail to achieve the changes the business needs. An effective change-management plan will involve users from the start, discuss the plan and expected outcomes, and then embed the change. Too often, new systems are dropped into the business and moved on from without the outcomes being properly evaluated.
Review processes
Another important step to achieving the greatest benefits from the transformation journey is to take the opportunity to review and adapt processes. Trying to fit old processes to new technology can cause frustration and long delays. It also misses the important opportunity to really transform the way we work; taking time to take a fresh look at how we work really can pay dividends.
Digital transformation is a significant undertaking for any business. I hope my thoughts here help you plan the important next steps on your journey.
Tim Cowland is the leader of digital transformation at Red Kite Community Housing.
