Digital Transformation at Scale: Why the Strategy Is Delivery
by
Andrew Greenway,Ben Terrett,Mike Bracken,Tom Loosemore
Published 18 Jun 2018
Copyright © 2018 Andrew Greenway, Ben Terrett, Mike Bracken and Tom Loosemore Published by London Publishing Partnership www.londonpublishingpartnership.co.uk Published in association with Enlightenment Economics www.enlightenmenteconomics.com All the images in the colour plates section are courtesy of Ben Terrett or @gdsteam Flickr and are published under a Creative Commons License All Rights Reserved ISBN: 978-1-907994-80-7 (ebk) A catalogue record for this book is available from the British Library This book has been composed in Candara Copy-edited and typeset by T&T Productions Ltd, London www.tandtproductions.com Foreword Francis: if plagiarism is the sincerest form of flattery, you should be feeling very flattered.’
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More often than not, they aren’t yet there on the inside of government, but working actively in the outside, with little financial reward to improve civic democracy and semi-public services. The UK civic technology movement was a rich source of inspiration, and latterly employees, for GDS. MySociety, an organisation that Tom Loosemore and Mike Bracken helped get started with Tom Steinberg, a former number 10 advisor, acted as an umbrella for civic and community websites. MySociety convened this community around two ideas: that they would write in open source code, making their work available for free to anyone who wished to use it, and that every website had to be designed with citizens as the first priority.
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Before working in government, Ben was Design Director at Wieden + Kennedy and co-founder of The Newspaper Club. He is a Governor of the University of the Arts London, a member of the HS2 Design Panel and an advisor to the London Design Festival. He was inducted into the Design Week Hall of Fame in 2017. Mike Bracken was appointed Executive Director of Digital for the UK government in 2011 and the Chief Data Officer in 2014. He was responsible for overseeing and improving the government’s digital delivery of public services. After government, he sat on the board of the Co-operative Group as Chief Digital Officer.
The Currency Cold War: Cash and Cryptography, Hash Rates and Hegemony
by
David G. W. Birch
Published 14 Apr 2020
A Manifesto for an Intelligent Transport Policy — David Metz Britain’s Cities, Britain’s Future — Mike Emmerich Before Babylon, Beyond Bitcoin: From Money That We Understand To Money That Understands Us — David Birch The Weaponization of Trade: The Great Unbalancing of Politics and Economics — Rebecca Harding and Jack Harding Driverless Cars: On a Road to Nowhere — Christian Wolmar Digital Transformation at Scale: Why the Strategy Is Delivery — Andrew Greenway, Ben Terrett, Mike Bracken and Tom Loosemore Gaming Trade: Win–Win Strategies for the Digital Era —Rebecca Harding and Jack Harding The Currency Cold War: Cash and Cryptography,Hash Rates and Hegemony — David Birch The Currency Cold War Cash and Cryptography,Hash Rates and Hegemony David G. W.
WTF?: What's the Future and Why It's Up to Us
by
Tim O'Reilly
Published 9 Oct 2017
“I’ll come,” she told Todd, “but only if you’ll let me work on setting up a new unit like the UK GDS.” The GDS is a special unit, at the time reporting directly to the UK Cabinet Office, the group responsible for the operations of government. It had been set up in 2011 under the leadership of Mike Bracken, the former head of digital for the Guardian. Mike had soon attracted top talent from Britain’s technology and digital media circles, and the GDS had been described by one prominent VC as “the best startup in Europe we can’t invest in.” Their complete redesign of the UK government’s web strategy, replacing thousands of conflicting websites with one simple, user-centered hub, had won design awards that normally went to cutting-edge tech companies and had saved the UK government 60 million pounds.
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page=full. 143 in the shoes of those they mean to serve: Jake Solomon, “People, Not Data,” Medium, January 5, 2014, https://medium.com/@lippytak/people-not-data-47434 acb50a8. 143 “the poor struggle with daily”: Ezra Klein, “Sorry Liberals, Obamacare’s Problems Go Much Deeper than the Web Site,” Washington Post, October 25, 2013, https://www.washingtonpost.com/news/wonk/wp/2013/10/25/oba macares-problems-go-much-deeper-than-the-web-site/. 144 “the best startup in Europe we can’t invest in”: Saul Klein, “Government Digital Service: The Best Startup in Europe We Can’t Invest In,” Guardian, November 25, 2013, https://www.theguardian.com/technology/2013/nov/15/govern ment-digital-service-best-startup-europe-invest. 145 GDS Design Principles: “GDS Design Principles,” UK Government Digital Service, retrieved March 31, 2017, http://www.gov.uk/design-principles. 145 “Start with needs”: After Mike Bracken left the GDS, the first principle was rewritten to leave out the revolutionary idea that existing government processes might be getting in the way of user needs. For the original, whose first principle is reproduced here, see “UK Government Service Design Principles,” Internet Archive, retrieved July 3, 2014, https://web-beta.archive.org/web/20140703190229/https://www.gov.uk/design-principles#first.
Transport for Humans: Are We Nearly There Yet?
by
Pete Dyson
and
Rory Sutherland
Published 15 Jan 2021
A Manifesto for an Intelligent Transport Policy — David Metz Britain’s Cities, Britain’s Future — Mike Emmerich Before Babylon, Beyond Bitcoin: From Money That We Understand To Money That Understands Us — David Birch The Weaponization of Trade: The Great Unbalancing of Politics and Economics — Rebecca Harding and Jack Harding Driverless Cars: On a Road to Nowhere? — Christian Wolmar Digital Transformation at Scale: Why the Strategy Is Delivery — Andrew Greenway, Ben Terrett, Mike Bracken and Tom Loosemore Gaming Trade: Win–Win Strategies for the Digital Era — Rebecca Harding and Jack Harding The Currency Cold War: Cash and Cryptography, Hash Rates and Hegemony — David Birch Catastrophe and Systemic Change: Learning from the Grenfell Tower Fire and Other Disasters — Gill Kernick Transport for Humans: Are We Nearly There Yet?
Exponential Organizations: Why New Organizations Are Ten Times Better, Faster, and Cheaper Than Yours (And What to Do About It)
by
Salim Ismail
and
Yuri van Geest
Published 17 Oct 2014
Finally, a group of agencies, including Wildlife & Parks, created a GIS system that encoded all the sensitive areas. Now, the system approves a new location instantly and offers alternatives if there’s a problem. That’s an almost millionfold improvement in elapsed time, and all with minimal effort. Successful implementation of ExO strategies within a governmental organization can also be found in the UK. Mike Bracken, head of the Government Digital Service, runs his department as if it were an ExO. Constant experimentation with users, fast iterations, citizen-centered design and the use of GitHub repositories have resulted in a 90 percent approval rating for the department’s latest app. (When was the last time any government service saw approval numbers like that?)
Inside the Nudge Unit: How Small Changes Can Make a Big Difference
by
David Halpern
Published 26 Aug 2015
On the political side, particular thanks go to Prime Minister David Cameron, and to Rohan Silva, Steve Hilton, Oliver Letwin and Polly Mackenzie. Others who deserve recognition for their support over the years from within the No. 10, Cabinet Office and Treasury community include: Susan Acland-Hood, Paul Bate, Mike Bracken, Tim Chatwin, Will Cavendish, Nick Clegg, Ivan Collister, Melanie Dawes, John Fingleton, Iain Forbes, John Gibson, Miles Gibson, Ameet Gill, Hugh Harris, Rupert Harrison, Richard Heaton, Guy Horsington, Nick Hurd, Gus Jaspert, Jo Johnson, Emma Kenny, John Kingman, Paul Kirby, Dan Korski, Rob Kramer, Kieran Kumeria, Ed Llewellyn, Gavin Lockhart, Chris Lockwood, Tim Luke, Michael Lynas, Chris Martin, Francis Maude, Liz McKewen, Emily Miles, Ben Moxham, Kris Murrin, Tom Nixon, Elenor Passmore, Maddy Phipps-Taylor, Richard Reeves, Ivan Rogers, Nick Seddon, Grant Shapps, James O’Shaughnessy, Dave Ramsden, Philip Rycroft, Laura Trott, Antonio Williams, Poppy Wood, and Dan York Smith.
Digital Wars: Apple, Google, Microsoft and the Battle for the Internet
by
Charles Arthur
Published 3 Mar 2012
First was a little start-up that was already becoming the talk of internet users, one that was to form its corporate thinking around a motto that tried to express a desire not to be Microsoft: ‘Don’t be evil.’ Chapter Three Search: Google versus Microsoft The weather in Brisbane for the 7th World Wide Web conference in May 1998 was dismal: ‘It rained every day,’ recalls Mike Bracken, one of the attendees. Among the many papers on the schedule for the conference, though largely unnoticed, was one by two Stanford undergraduates, entitled ‘The anatomy of a large-scale hypertextual web search engine’. Larry Page and Sergey Brin, then 25 and 24, were setting out their idea of a better search engine; given the rapidly growing number of pages and users on the world wide web (devised only six years earlier), it was the modern equivalent of building a better mousetrap.
The Evolution of Everything: How New Ideas Emerge
by
Matt Ridley
Yet perhaps other evolutionary forces are stirring. For years the services which government specialises in providing – care, education, regulation – have been the ones least affected by automation and digital transformation. That may be changing. In 2011 the British government hired a digital entrepreneur named Mike Bracken, and asked him to reform the way big IT contracts were managed. With the support of a minister, Francis Maude, he came up with a system that replaced what he called ‘waterfall’ projects, which specified their needs in advance and ended up running over budget and out of time, with something much more Darwinian: projects were told to start small, fail fast, get feedback from users early, and evolve as they went along.