Improving application lead times by 33% by establishing an Agile Operating Model.
Being a government regulator is a difficult task that requires attention to detail, dedication to ethical principles, and extensive knowledge of the laws and regulations of a particular jurisdiction. Challenges for government regulators include addressing complex issues, dealing with conflicting interests, maintaining a political balance, and staying abreast of rapid changes in laws or regulations.
One government regulator was coming under the microscope due to their lagging lead times in meeting its statutory obligations. To address this issue, the agency hired us to identify improvements they could make to their operating model to improve lead times and deliver better customer service outcomes.
Our Process
Our first task was to better define the problem the agency was trying to solve. To do so, we took a holistic approach and looked at the issue from a customer and operational perspective. Stepping into each of the agency's customers' shoes allowed us to understand their experience with the regulator and identify where improvements could be made.
We ran a series of interviews and workshops to gain a deeper understanding of the regulator's operating model and compare it to industry standard practices. We explored how jobs were assigned, completed tasks implemented, and the impact technology had on aiding teams in their workflows.
Upon further analysis, we discovered that while pockets of the organisation undertook an agile approach, systemic inefficiencies were still getting in the way of achieving their desired outcome. Many processes and procedures within the regulator's operations were antiquated, leading to a slow bureaucratic workflow. This was further exacerbated by limited flexibility in resource allocation, lack of integration between IT systems, and little evidence of the use of technology to automate or augment tasks.
Having identified the root causes of the issue, we worked together to determine appropriate solutions. This included moving towards an Agile Operating Model to empower staff, improve the employee experience, and stimulate collaboration within and across functions.
Working with internal and external stakeholders, we co-designed an Agile Operating Model characterised by the following:
A shared purpose and vision
Flexible resource allocation
Clear accountabilities
Robust communities of practice
Rapid decision and learning cycles
Servant leadership
Role mobility
The Results
The new Agile Operating Model was implemented in conjunction with the existing structure and has resulted in a 33% improvement in lead times. The agency has seen a marked improvement in customer satisfaction, increased staff engagement, and an accelerated cycle of learning and adaptation to meet rapidly changing needs. Furthermore, the improved operating model provides greater flexibility for allocating resources and responding to customer needs quickly.
As a result of the successful transformation, the agency can now more effectively manage its statutory responsibilities while also delivering improved outcomes for its customers. This approach provides a roadmap for other government regulators looking to improve their operating model in order to meet their statutory obligations more successfully.
