Positioning ICT for Business Efficiency & Growth

Richard ScholesICT DirectorFebruary 2014

Fast Facts about The Hyde Group

£260m turnover

£260m turnover

£2.9bn assets

95,000 Residents

49,000 homes

1,250 staff

46 years old

The Hyde Group is one of the UK’s leading and award winning providers of housing

Hyde’s Geography

• Experienced IT Leader

• 7 Years in the housing sector

• Multi-sector experience

About Me

Change Enables Growth?

Hyde’s strategic objectives

include growth and efficiency

targets

Value for the sector

Being more efficient improves

customer satisfaction and

our growth aspirations

Change is

good!

Change is the only constant in

life

But change needs structure

The Scale of Change at Hyde

To support our growth objectives

we needed to become

more efficient as a

business

To become more

efficient we needed to change

The change programme

at Hyde touched

every part of our

business

Split into 3 phases to

make it manageable and assure successful

delivery

Targeted the most

needy areas first

Has taken 3+ years to deliver

ONE HYDE ONE VISION (OHOV)

Centralised call centre for repairs and general enquiries

Went live July 2010

Hyde’s Change Journey – Phase 1

Redesign and upgrade of our telecoms infrastructure to support the new call centre functionality along with improvements to address business continuity

Significant investment in the development of our Microsoft Dynamics based CRM application, TED

Centralisation of resident services

Hyde’s Change Journey – Phase 2

Went live May 2012

Targeted local resident services and included an operational restructure into 3 new regions, London, South & East

Resulted in the standardisation of roles across the business

Review and reshaping of Corporate Services to give the business the support services it needs to be as efficient as possible

Hyde’s Change Journey – Phase 3

Went live October 2013

Targeted repairs and property services

Led to the re-procurement of repairs and maintenance contracts

Will save us £50m over 10 years

The number of repairs and maintenance contractors reduced from 60+ to 14

So, Hyde in Summary

Large Organisation

Geographically dispersed

Committed to growth

Needed to fundamentally

change the way of doing things

In need of first class support services

How did the Business change to Support Growth?

Corporate Services Review

New Directorate for Hyde

ICT Risk & Compliance

Facilities Procurement Company Secretariat

ICT Restructure – where we were Structure had

evolved over time

Confusing for users

Duplication of effort

No centralised support

Unclear responsibilities

Silo working In summary, not fit for purpose for

our new world

ICT Restructure – what we did

Got some help

Looked at our requirements

from the ground up

Designed our to-be structure

Created 3 clearly focussed teams

Looked at resourcing levels

Re-formulated role profiles

Designed out duplication

Got the right people in the

right jobs

Ensured managers could

manage – assessment

centres

ICT Restructure – what we did

Outsourced some

functions

Became more efficient – reduced

headcount

Designed in flexibility

New Structure

Support Strategy Projects & Change

And while all this was going on…

…we were re-defining the ICT Strategy to support those growth ambitions

• Get closer to the Business• Good governance• Fix our data• Target Value for Money • Review and deploy the right technology• Review everything• Document everything• Implement ITIL principles• Implement TOGAF principles• ICT Roadmap• Continuous Improvement• Sell the vision

ICT Strategy

• Looked at the service we needed to deliver

• Looked at options:

• To improve service

• To reduce risk

• To increase Value for Money

• Concluded that there were two areas where outsourcing should be considered:

Software support and development where we lacked the internal skills

Telecoms – to mitigate risk

Why Outsource?

Why Network & Telecoms?

Contract with BT was up for renewal

Run internally by a small team Networks IP telephony Call Centre

All expertise in one place

Decided to spread the risk Outsource the function TUPE the staff to the new supplier

In 2010/11 we developed our CRM application TED as a key component of our business change programme One Hyde One Vision (OHOV)

Microsoft Dynamics base

Biztalk interfaces to Northgate Housing and Serengeti DMS

Built by a team of contract resource

Cost of recruiting a permanent team with the skills to support and develop were prohibitive -

circa 10 FTE needed

Outsource option for support and future development:

• Quicker to implement• Better VFM – about £350k p.a.

cheaper

In other areas such as the support of Northgate Housing we

already have a team of experts

• Considered it to be more risky to outsource than keep in

house

Why some software and not all?

Why fix the data?

Pain Point ICT Feels it

Business Feels it

Data manually assembled and reconciled from various sources for enterprise reporting

Poor data architecture documentation increasing integration complexity and project timelines

Data not synchronized across applications, so data conflicts across systems

Duplicate records in the same source system creating integration and reporting issues

Manually re-keying data is causing data quality issues

Manually re-keying data is wasting resource time

Paying for extra application licenses so users can view key data

Performing multiple replications, cleansing and transformation of the same data

Poor access to data residing in applications with a limited number of licenses, for example Business Objects

How data chaos affect the Business & ICT Jointly

Systems Review

Looked at all of our

systems

Looked at the fit for our

business

Reviewed interfaces

Identified business

ownership

Created our Systems Catalog

Good Governance

You will need a proper process for Business change

approval

Needs to include the people who can say “yes”

It should cover funds approval

Clearly defined deliverables

Look at Total Cost of Ownership

Insist on proper Project Mgt. &

PMO

ITIL

Industry standard

Fitted with our new structure

Assures service

Controlled change and incident management

Mandatory for all ICT staff and 3rd party suppliers

TOGAF

Industry standard

Assures that our enterprise architecture is:

Well designed Properly planned Well implemented Properly governed

In other words, it works

ICT Roadmap

Gives clarity to the direction of travel

A useful tool in budget planning

Helps inform business cases and secure funds

Assists in the prioritisation of workload

Continuous Improvement

Business partnering

Get out and about in the business

Engage the main influencers

Network

Sell the vision

In Summary

Growth comes from a solid base

You need to have the right support

structures in place

You need to be brave

Don’t underestimate the effort and time needed to change

effectively

You need to believe in what you are doing

Communicate – people don’t like

surprises