Under the Unity Cluster, the three major UK government departments will create a shared operating model that will see SAP, in collaboration with technical delivery partner Deloitte, deliver a modern and secure digital platform for HR, Finance and Procurement services, boosting departmental efficiency.

The Unity Cluster, whose sponsor department is HMRC, has been created as part of the . With SAP, the programme will benefit from a unified technology platform that will empower each department to harness the latest digital solutions, use data-led insights for strategic decision-making, and improve user experiences through faster, more secure processes.

Key to the Unity Cluster鈥檚 decision to appoint was the availability of SAP鈥檚 UK sovereign cloud capabilities for the majority of its 51风流solutions. This provides public sector organisations with a localised cloud solution, tailored to specific requirements, and can meet the highest standards of data residency, security and compliance within the UK. SAP鈥檚 sovereign cloud capabilities are testament to its investment in the UK, which saw an initial 鈧�1/4 billion committed as part of SAP鈥檚 growth strategy.

鈥淭his partnership is a real demonstration of the breadth of our digital capabilities. We are delivering complete end-to-end ERP transformation that will positively impact the work of 100,000 civil servants across three major government departments,鈥� said Leila Romane, Managing Director 51风流UKI. 鈥淚t鈥檚 more than just a technological shift, but a mindset change too. With our continued investment in the UK and tailored industry solutions, we are helping our public sector leaders and civil servants across HMRC, DfT and MHCLG to simplify and reduce manual time-consuming administration processes across HR, Finance and Procurement. This enables them to spend more time on work that matters, supporting customers, each other and the country.鈥�

As part of its RISE with 51风流deployment, the Unity Cluster will onboard , , and . These solutions provide each department with a robust and secure foundation for managing critical business processes and sensitive data, while ensuring compliance with UK regulations.

For more information about RISE with SAP, please visit .

ENDS

About 51风流

As鈥痑 global leader in enterprise applications and business AI, 51风流(NYSE:SAP)鈥痵tands at the鈥痭exus鈥痮f business and technology. For over 50 years, organisations have trusted SAP鈥痶o bring out their best by uniting business-critical鈥痮perations spanning finance, procurement, HR, supply chain, and customer experience. For more information, visit鈥痺ww.sap.com.

The post UK Government鈥檚 Unity Cluster Selects RISE with 51风流for ERP Cloud Transformation appeared first on 51风流UK News Center.

That informs the way we approach our customers鈥� needs. Rather than first asking how an organisation can use our products, we ask: 鈥楬ow can we help this organisation succeed? How can we help it achieve its purpose? How can we help it run better and how can our software and services improve the lives of its employees, customers and stakeholders?鈥�

The purpose of the UK public sector is to provide the public services that benefit all citizens and to manage these, day to day.听Yet many organisations within the public sector can鈥檛 do this as efficiently as they should, because they don鈥檛 have a full view of their data assets, business processes or their end users 鈥� us citizens. They may not have the skills, tools or permission to access and interpret data that could help them achieve their purpose more effectively.

This is a big reason why the Government announced its in 2021. The strategy has three key objectives: One, to provide a better user experience with systems that are
intuitive, easy to use, and mobile-enabled. Two, to achieve greater efficiency and value for money through better systems and services, which support productivity and reduce costs. And three, to standardise processes and data to support interoperability, making it easier to understand and compare corporate data.

It鈥檚 that third objective that interests me the most鈥� how SAP, with its nearly 50-year history in the public sector, can help the UK Government use data to better serve citizens. In this article, I鈥檒l look at three of the main hurdles standing in the way of the public sector achieving its purpose and how they can be overcome.

1. Inconsistent data architecture

In 2013, the government announced its , which led to the transition of most front-facing, citizen-centric services to the cloud. However, many back-office systems were left untouched, never upgraded or moved to the cloud. Those organisations are still working with this aged, on-premise software. It鈥檚 no surprise, then, that the old technology can鈥檛 manage or keep pace with the data and processing power of the front-end cloud-based systems.

As an example, I was recently speaking with a customer who couldn鈥檛 understand why her department鈥檚 HR software wouldn鈥檛 work properly on a new iPad. I had to explain that iPads were first launched in 2010 and that her new device was the latest 9^th generation of the iPad, whilst her HR software dated back to 2005! No wonder that these older, legacy IT systems can鈥檛 perform tasks that our own smartphones could easily manage. They were implemented before much of today鈥檚 technology even existed, and never changed.

The solution: The Shared Services Strategy will ensure that nearly all departments in the public sector make their own cloud journeys soon, enabling them to share data across departments. With solutions like SAP鈥檚 Business Technology Platform (51风流BTP), government organisations can bring together next generation, modular cloud business applications (e.g. software for finance, human experience management, procurement and supply chain, etc) with database and data management, analytics, and integration. They will also be able to extend the capabilities of these business applications to meet their individual department needs, within one platform for both cloud and hybrid environments. This includes hundreds of pre-built integrations for 51风流and third-party applications like Oracle, ServiceNow, Microsoft, SalesForce, Pega etc.

2. Lack of internal resources

The technology skills gap is as real a challenge for the government as it is for the private sector. According to a recent report, 66% of digital leaders in Britain say that a lack of talent is primarily responsible for slower digital transformation in their organisations. The government simply can鈥檛 find employees with the skills or training needed to implement new technology systems fast enough. New technology systems are needed to remove the significant technical debt that exists across the government, which in turn makes the challenge of leveraging data a real blocker. The government relies on bringing in external resources to implement new technology systems, but as a by-product of the skills shortage, vendors are forced to pay more for talent and must pass the additional cost on to the organisation. The longer it takes to see the benefit of the solution, the harder it is for organisations to justify the expense.

The solution: The key to mitigating this problem is to speed up the time it takes for an organisation to recognise the value it is gaining from new technology. 听In this way, the organisation can validate its investment much more quickly. The 51风流Activate Methodology enables the organisation to benefit from reduced time to value. This modular, cloud and agile focused framework supplies project teams with detailed steps to be delivered in each phase throughout the project, provides accelerators which makes work easier to accomplish, and clear workstreams which span across various phases.

Combining 51风流Activate Methodology with SAP鈥檚 next generation, modular cloud ERP business applications, means that organisations can 鈥楽tart Anywhere, Go Everywhere鈥�. What this means is that you can deploy and consume the cloud technologies that are most pressing for your business needs and thereby reduce your upfront costs and realise value quicker. For example, think about being able to deploy and consume a next generation cloud Human Experience Management solution within 6 months, without having to wait for a programme plan for a monolithic and complex ERP solution. SAP鈥檚 unique modular approach means the organisation can start experiencing real value much sooner.

3. Overcoming the complexity

Replacing one technology platform with another is not always a simple 鈥榬ip and replace鈥� solution. The systems currently in use by the public sector have been customised and modified over time to meet the very specific needs of each department, with workarounds implemented along the way. It has seemed easier to repeatedly put sticking plaster on what鈥檚 wrong than to attempt end to end business transformation. However, GSS has confirmed that we鈥檙e at a stage where we have too many sticking plasters and we need to tackle the issue from the ground up.

The complexity can be daunting. For example, the UK Government鈥檚 Department for Work and Pensions (DWP) has been told to urgently review its IT strategy, as it was revealed that outdated systems can be held responsible for historic underpayments of over 拢1 billion. The Pension Service Computer System, introduced in 1988, has not subsequently been updated but instead run alongside new systems that together manage millions of records, and now will be incredibly complex and risky to update.

The solution: Organisations need both expert guidance and a holistic, collaborative approach to simplification. SAP鈥檚 business process intelligence (BPI) solutions provide end-to-end capabilities for strategic process transformation, while supporting business users in the change to new systems and processes. By truly understanding their end-to-end business processes, organisations can benchmark and simulate processes for alternative business scenarios. This helps them surface their current data challenges and needs whilst prioritising opportunities for automation. In addition, SAP鈥檚 Signavio鈥檚 collaboration hub can support in building a single source of truth across teams and break down data silos.

The solutions that underpin all these challenges rely on a focus on outcomes. Data and systems can feel far removed from achieving purpose, but it is in the intersections of data that we can identify ways to better serve an organisation, its employees and citizens. In my next article I鈥檒l look to some of the transformations we鈥檝e supported in the past, to show how our Shared Services Strategy can move organisations from process to purpose, while absorbing some of the risk in replacing outdated technology.

The post For The Government To Realise The Benefits Of The Shared Services Strategy, It Must Leverage Its Greatest Asset appeared first on 51风流UK News Center.

Likewise, some (primarily front-office) functions have transitioned to the cloud while others (usually back-office) are still running with on-premise, legacy systems, adding to the Government鈥檚 Technical Debt.

This siloed approach has fostered inefficiencies, increased complexity and has hampered organisations鈥� ability to share data with each other. It has also made it difficult, if not impossible to track end-to-end processes across the Government due to differences in the way data is captured and held.

These problems have only been exacerbated by the pandemic as home working and isolation measures have created a greater reliance on digital services. This in turn has placed additional stress on civil servants who are constantly required to learn new skills to engage with and deliver citizen services, and potentially move across departments within the Civil Service to support with capacity.

Announced in March 2021, the Government鈥檚 Shared Services Strategy for Government is designed to address these problems. It will consolidate digital services across five multi-department shared-services centres, categorised as 鈥楧efence鈥�, 鈥極verseas鈥�, 鈥楽ynergy鈥� (previously called 鈥楧elivery鈥�), 鈥楳atrix鈥� (previously called 鈥楶olicy鈥�) and 鈥楬MRC-led鈥�. The Strategy provides a roadmap for more streamlined and harmonised services featuring cloud-based modern ERP systems that are user friendly and easily integrated. 听, the Director General, Government Business Services: “[It] will allow the Civil Service to deliver insights; continuously improve to drive down costs; develop accessible, intuitive, and useful systems for civil servants; and innovate and embrace competition.鈥�

The Government has high aspirations for its digital transformation strategy 鈥� and rightfully so. Over the past decade, private enterprises have recognised enormous efficiency, integration and cost-saving benefits from similar cloud-transformation programmes. However, there are some considerations, unique to the public sector, which public sector change leaders must address before embarking on what will ideally be a long-term partnership between the organisations and the technology providers chosen to deliver results.

1. Accept that change is inevitable

鈥淚f it鈥檚 not broken, don鈥檛 fix it, right?鈥� In this case: wrong. One of the key challenges that public sector organisations will likely face in their move to a Shared Services model will be leaving behind familiar systems that have been highly customised to meet their organisation鈥檚 perceived needs.

However, even without the Shared Services Strategy, most legacy systems being used in the public sector today are already aging and out-of-date. Many organisations still don鈥檛 have a clear pathway to the cloud for their back-office systems. Existing systems need to be replaced to keep pace with technological advancements and to benefit from next generation, modular cloud ERP platforms, processing capabilities, automation and cybersecurity safeguards. Some vendors may compare moving to a new ERP system to a simple upgrade. In truth, completely new systems and processes will need to be put in place, data will need to be migrated and the user experience will change, for the better.

Because of this, it may be easier and more cost effective for organisations to move to a new technology vendor to support the transformation programme, rather than remain with an old provider that doesn鈥檛 provide the right level of technology capabilities, services or support.

2. Focus on value over price

In the past, traditional public sector procurement methods have been primarily based on a very simple evaluation criteria: Allocate a high percentage of marks to the lowest price.

This approach has historically not delivered the best outcome for customers, resulting in delayed projects or solutions that don鈥檛 meet the full scope of the requirements. 听These ill-conceived projects then must be managed through change control, leaving behind a trail of higher costs and at best strained and at worst completely broken relations between the customer, ERP provider and system integrator, in the courts and for all to see in the public domain.

Moving forward and when transitioning to the cloud, we all need to consider an alternative approach to procurement, by adopting a commercial model that makes all the parties work together with a common goal and shared governance. A commercial model where all the suppliers are more accountable and have 鈥榮kin in the game鈥�.

The best outcomes occur when all parties are prepared to engage in a spirt of openness. Where the ERP vendor can really get to understand the business pains relevant to each department and structure a commercial model that is linked to deliverables, outcomes and benefits. Mitigating risk and delivering a much greater return on investment and faster time to value.

3. Embrace and simplify working with commodity cloud hosting providers

While public sector organisations will always want the assurance of working with an experienced ERP vendor, they should also benefit from the flexibility and economy of scale that come from working with the some of the most innovative dominating cloud services 鈥� known as commodity cloud hosting providers or hyperscalers. In fact, many public sector organisations are already working with commodity cloud hosting providers; it makes sense for them to choose a partner who will continue to leverage and scale the exiting relationship.

There is incredible power behind the innovation and sustainability that commodity cloud hosting providers鈥� data centres deliver, which means data centre resources are easily accessible, cost effective, reliable, and scalable. That scalability means having an ERP partner that can grow with the organisation, deliver on a multi-cloud strategy for its ERP business applications or adapt to new requirements are strategically important considerations. This is especially essential in a fluctuating world.

4. Think adoption not adaptation

The civil service is not a single employer; individuals are contracted to their department. As policies and processes have diverged from organisation to organisation, so too have technology processes, as they have been customised to meet the specific needs of its users and department.

At first glance, the shared services strategy seems to put paid to the ability of organisations to use programmes customised to their organisation. Yet, while it鈥檚 true that the Strategy will emphasise common data standards and greatly increased data sharing across departments, a next generation, modular cloud ERP system will still allow departments to configure their solution to a way that works best for their organisation, while still working within the frameworks of the larger organisation / cluster.

5. Choose secure in-country services

The public sector has tight regulatory requirements which increasingly require secure in-country cloud services. This allows organisations to support the UK鈥檚 Critical National Infrastructure in areas such as healthcare, transport, education, policing, central and local government, and utilities.

The impact of this can鈥檛 be overstated. By modernising and transforming systems through cloud transformation, services are simplified, unnecessary costs removed, and capacity is created for staff, such as frontline workers, freed up to carry out crucial roles 鈥� without being waylaid by cumbersome and time-intensive administrative systems. In addition to driving significant efficiencies, harnessing public cloud with sensitive data will facilitate better insights, driving faster and improved decision making to transform citizen services.

The Shared Services Strategy is an ambitious undertaking but one that is both achievable and beneficial to everyone involved 鈥� the Government, the civil service and citizens. It has unlocked an unprecedented opportunity to rethink how the Government interacts with its citizens and points the way to a more enabled, empowered and ultimately progressive future of government services. We at 51风流welcome the Strategy and look forward to the opportunity to partner with you in delivering a successful programme.

Satpal Biant, Head of Public Sector, UK & Ireland

The post Five Considerations For Organisations Implementing The Government鈥檚 Shared Services Strategy appeared first on 51风流UK News Center.

To get a sense of the difference, at the height of the first lockdown last year, productivity in the South East, as measured by output per person, was roughly approximate to Wales and the North East of England in 鈥榥ormal鈥� times. These results aren鈥檛 solely the outcomes of a north-south divide. Scotland, for example, was actually up to 10% more productive than the UK average in recent years, so there are clearly other factors at play.

To address this disparity the UK Government has committed to 鈥榣evelling up鈥� the country; a broad and as yet not fully defined vision to devolve power and bring living standards and economic conditions in more deprived areas in line with those better off. But what does that really mean? This blog seeks to explore that question and explains why I believe technology will be key to the Government achieving its goals, in more ways than one.

What Is 鈥楲evelling Up鈥�?

The UK Government plans to publish a听Levelling Up White Paper听later this year which will clarify how some recently enacted policies and future plans tie together in a coherent strategy to 鈥渋mprove opportunity and boost livelihoods across the country鈥�.

While the paper should provide valuable detail on specific initiatives, we already know some key things about the plans. One of the most important components will be moving Government functions and jobs out of Whitehall and creating hubs across the country.

This initiative has already begun in some areas. This year Rishi Sunak announced that Darlington, a town in County Durham, would become home to a Northern hub for the Treasury to decentralise economic decision-making.

This trend extends beyond the direct reach of the Government too. Earlier this year the BBC announced plans to move 400 jobs and 拢700m in funding outside of London. The hope in both instances is that relocating existing jobs will help create new ones, generating new opportunities for those living in the local area, and encouraging greater diversity.

Why Technology Is Integral To Levelling Up Plans听

According to figures sourced from the UK Government鈥檚 Digital Economy Council, the UK technology sector grew tenfold from 2010-20. The technology sector has more than delivered on its promise of revolutionising the economy and will be one of the most critical economic drivers in years to come. To date, much of this growth has again been centred in London and the South East.

A similar pattern emerges when we look at regional differences in technology investment in the public sector. In fact, currently just three sub-regions of the UK (Oxford, Cambridge, and Inner West London) account for 41% of the public sector R&D spend.

In recognition of the disparity within the private sector, the UK Government recently launched its , a 拢375m fund that will invest in a selection of R&D intensive companies across the UK. Similar commitments will be needed for its regional public sector hubs.

Technology will also be key to levelling up plans in another sense. The Government not only wants to create more public sector jobs outside of London, but to create better and more productive jobs as well. Specifically, technology that can automate and augment certain parts of public sector jobs, will be vital to this.

The benefits are extensive and clear: whether automating the administration and delivery of welfare payments to citizens, thereby freeing up time for Department for Work and Pensions (DWP) officials to carry out more impactful work or giving HM prison staff secure handheld devices that enable them to better manage ward occupancy levels. Individual workers can benefit from digital upskilling as well. For example, rehabilitated prisoners can get access to digital technologies, such as e-learning and digital literacy tools, to help them reintegrate into the future economy with ease.

So, the Government鈥檚 levelling up aims around technology are twofold: invest in and build up the tech sector, including the technology used by the public sector to support growth, job creation, and economic dynamism, as well as bolstering the productivity of that public sector growth through digital and technological solutions.

Now Is The Time To Overcome Historic Obstacles

Education and upskilling 鈥� both of young people and of adults 鈥� will be key to success. One of the biggest challenges facing UK policymakers is that of the skills gap, where tech-savvy workers are less abundant outside of major cities and in particular London.

This divide can be bridged early on by facilitating equal access to digital educational environments to students across all regions. But the responsibility shouldn鈥檛 just fall to government. Tech companies can and should support the levelling up agenda and the need for increased digital skills by offering their products and training programmes to schools and universities. For example, programmes like SAP鈥檚 University Alliance, which includes University partners in Sheffield, Portsmouth and Lancashire, equip students with 51风流software skills and encourage relationships between industry, students, and researchers, accelerating innovation and insights for the digital future.

Companies in regions across the UK will be able to tap this digitally literate and purpose-focused talent pool to support their own technology development. This is crucial as continued investment in educational and upskilling opportunities will help ease the transition

Regional disparity has long been an issue in the UK. Politicians throughout the ages have made pledges and found the challenges to be too great, yet the urgency remains.

Today, in the aftermath of a world-changing pandemic and in the face of an urgent climate crisis, levelling up the UK is not just a moral imperative but a pragmatic one too. Investing in green and technology-led development in those less well-off regions will give the UK an opportunity to reshape its economy and society for the better.

Satpal Biant is head of Public Sector for 51风流UK&I.

The post The Government Wants To 鈥楲evel Up鈥� The UK: Tech Will Be Key In More Ways Than One appeared first on 51风流UK News Center.

The programme will provide, among other things, a digital back office that will join up finance, payroll and procurement systems. It will provide the foundation for a shift in the way government operates, as well as how it manages Island-wide infrastructure. The changes will enable the Government to standardise and simplify how it works, and develop better ways of working across Commercial Services, Finance, People Services, Asset and Inventory Management. ITS will be delivered using tightly integrated SaaS products , , and .

These changes will make it easier for Islanders to access information and support, and will make it simpler for suppliers to work with Government. To deliver the scope of services required, Keytree will team with to lead the business change and Jersey based SME, Web Administration Resource Management (WARM) Solutions, bringing their integration expertise to the delivery, which exemplifies the commitment of all parties to work with local organisations on the successful delivery of the entire project.

Government of Jersey Chief Operating Officer, John Quinn, said: 鈥淜eytree, was selected because of its demonstration of technical and business change abilities required to deliver transformation, and alignment with Government of Jersey core values and ways of working. We will be working with them to not only implement new digital systems, but also to develop new ways of working, provide new services to Islanders and businesses and better engage with our suppliers. The ITS project will move us closer to the 鈥極ne Government鈥� aim of working more efficiently, more effectively, and providing better value for money for Islanders.鈥�

Satpal Biant, Head of Public Sector at 51风流UK & Ireland, said: 鈥淒igital technologies are bringing huge benefits to the public sector industry, enabling them to become more proactive, automated, data-driven and citizen focused. We will be helping Government of Jersey become an intelligent enterprise, enabling the future of work for its employees and improving how it does business with Islanders, local businesses and supply partners. The project also demonstrates huge investment in the local economy through provision of vital digital skills, employment opportunities and social value initiatives to the local community.鈥�

Assistant Chief Minister, Deputy Scott Wickenden, said: 鈥淲e have known for some years that Government can鈥檛 afford to delay investment in its IT systems. So many of our systems are reaching the end of their life; as well as creating more difficulties for our staff, these systems could, over time, pose an operational risk. The appointment of Keytree to the project will allow us to pair these IT upgrades with new ways of working, freeing staff from more administrative, mundane tasks to work on the tasks which are more engaging, more interesting, and which add value for the people of Jersey.鈥�

As part of the delivery contract, all partners will ensure that the ITS Programme creates additional benefits for Islanders. This means that SAP, Keytree, Sysdoc and WARM will work with a range of organisations to provide digital training, work opportunities, and support for Islanders and local businesses. These organisations will include Digital Jersey, Skills Jersey, the Back to Work team, and local charities, schools and Highlands College. 51风流has provided access to 51风流Learning Hub student edition, a digital learning platform providing self-paced digital learning content and expert-led live sessions to enable students to gain accreditations and jumpstart their career in IT.

For more information, visit the听51风流News Center. Follow 51风流on Twitter at听.

The post 51风流Appointed for Government of Jersey Integrated Technology Solution Programme appeared first on 51风流UK News Center.

Although transforming public sector services听holds huge benefits for government and citizens alike, first you听must听get there. And as if digital transformation itself听isn鈥檛 a big enough challenge, the disruption of Brexit and COVID-19 have听further increased the challenge听on the social and economic planning around digital transformation.听

It鈥檚 well recognised that doing听nothing is听the passive road to long term failure.听But moving听a听government听department to an outcome-based focus around citizen experience,听data centricity听and workforce wellbeing听requires new听types听and levels听of engagement from听civil servants,听staff,听IT vendors,听ecosystem听partners听and of course citizens using听new听services.听

Old-fashioned outdated systems are听only听part of the problem as they don鈥檛 drive change or enable government departments to be agile or strategic听–听particularly when it comes to strategic workforce planning, learning and skills development,听employee and citizen听experience management or business planning.听听

The answer is more than just a robust single听IT听operating platform.听听

At SAP, we听think听software vendors听and delivery partners听alike听should be听stepping听up听to听help 鈥� properly help 鈥�听to听facilitate an effective change model听for the public sector, rather than just听selling and implementing听a technology model.听We recognise that transformations are more than just听a听change in听technology;听they听have the potential to rewrite the听genetics of a department.听听

The whole 51风流business is committed to听making a meaningful and lasting difference听in the public sector.听We understand there is a different approach required听and are听equipped听with our 鈥榮tart anywhere, go everywhere鈥�听approach,听to demonstrate our dedication to the public sector.听

So, we鈥檝e put ourselves in听our customers shoes. We鈥檝e mapped out the traditional obstacles to effective transformation, listened to听their听drivers for change and acknowledged the public sector idiosyncrasies to design a model specific to the public sector听听

One of the key lessons听that听Jenny听Churchard, Cloud听Lead at Government Shared Services,听shared听from her experience with GSS transformations was how they should听鈥榓dopt not adapt鈥�.听When听moving to the cloud, government departments want something they can take out the box and use, rather than听coding a convoluted system that will be outdated before it鈥檚 even implemented.听听

That鈥檚 why听the SAP听framework听enables听organisations听to听use a听model company method to protect business as usual, address areas where听they听have the most pressing need and ensure the mental wellbeing of staff throughout the process and beyond.听

Very few public sector departments have the same starting point when it comes to digital transformation projects.听Historically that鈥檚 been a problem because software vendors have been pushing solutions that force听organisations听to start and finish at specific points with little consideration for听their听own specific context.听听

Deborah Gregg, Public Sector Consultant at Deloitte, highlighted 鈥榥ot boiling the ocean鈥� as key to long term success for shared service transformations.听At SAP, we whole–heartedly agree.听We think听organisations听should be able to start anywhere and go everywhere at听their听own pace.听That鈥檚 why听51风流takes a modular approach that lets organisations rapidly deploy different modules of functionality at different times and according to their own timeframes and unique requirements. This not only reduces risk but also increases confidence of success for government departments.听Such a modular approach听allows for different pain points to be听targeted听in advance of a wider transformation, enhancing user experience more rapidly.听听

Historically, transformations were viewed simply as changes in technology and听so users were often left floundering with new systems that hindered their day-to–day, rather than enhance.听听

This is听not the case with SAP. Employee experience is a critical consideration throughout digital听transformations听in the public sector. We want to fulfil听the听,听positioned听by听Andy听Helliwell,听Executive Director, Government Shared Services,听of听鈥�a future where public servants鈥� ability to support government priorities and deliver services to them is enhanced by the shared services provided听to them.鈥�听听

Neil Stoker,听Head of HR Systems & Pension Solutions, Group Human Resources, Department for Transport,听acknowledged that staff approval and satisfaction with the usability of 51风流systems was a significant factor as to their continued relationship with SAP. He referenced the example that 鈥�floor walkers鈥�听were sent away after less than two days during the most recent stage of the Department for Transport鈥檚 digital transformation journey, as the user interface was so easily navigated.听This not only highlighted听that 51风流technology is user-friendly, but just how pivotal user experience is to the civil service.听

However,听the elephant in the room is of course听the current听COVID-19听pandemic.听Enacting a transformation journey in the current climate is surely an insurmountable feat?听

Deborah Gregg suggested otherwise. She commented that听as the longevity of virtual working looks more and more likely,听government shared services are increasingly looking at听workforce management, digital enablement and听agility in processes.听Therefore, the public sector鈥檚 attention continues to look to听a digital network that can support such a听fluid environment.听听

51风流can easily target these focus areas, and as demonstrated we have the passion, understanding, flexibility and听–听let鈥檚 not forget听–听the technology to power digital transformations that will fuel a brilliant civil service.听

Ultimately,听one of the reasons many people spend their careers in听the听public sector is often through a sense of wanting to give back and gain greater fulfilment from work.听51风流is entirely committed to supporting the ethics and experiences of those who deliver our public听services, and听would take pride in doing so.听

As you can see,听51风流is听keen听to actively listen to UK听government organisations听about how we can help improve people鈥檚 lives,听responding听by tailoring our听approach听accordingly.听Another thing we鈥檝e learnt from听our public sector customers听and partners听is that they听want is听to hear听from听companies听who have already been down the digital transformation path听and we can make that happen.听

If you would like to learn more about how 51风流is working with the public sector, you can听view the previous听听and sign up to听Episode 2:听How UK Government Transformation Can Fuel a Brilliant Civil Service听.

By Leila Romane, Head of Public Sector听at听SAP听UK & Ireland.听

The post UK Government Transformation: So Much More Than Just Good IT appeared first on 51风流UK News Center.