Cabinet Office

---

Cabinet Office

Fujitsu was invited to discuss its approach to the challenge and after rigorous discussions a way forward was agreed, with Fujitsu providing skills to cover, IT, Finance, Business Change and Systems.

Customer's Challenge

Sir Peter Gershons’ Public Sector Efficiency Review demands that all Government departments focus on improving their performance efficiency and service effectiveness. Many are implementing changes however it remains a significant challenge.

A key management unit of the Cabinet Office accepted the challenge and determined to look for ways to improve performance. The financial management processes and systems had been in place for some time and the information delivered had become accepted as the "norm". However the performance and accuracy of these systems did not meet the challenge of Gershon. Information was not available in a timely fashion and the overall integrity and quality of the data was regularly questioned. To meet the requirements of the Efficiency Review, and to build a lasting information platform, a new approach was needed. The key requirement was to enable the management team to run the business more effectively. This meant making information available at any time, to any manager, concerning both performance and financial data. The information had to be accurate and the integrity unquestionable.

Fujitsu's Solution

The Head of Finance was given the challenge of owning the development of a new system and the first step taken was to engage external advice. Fujitsu was invited to discuss its approach to the challenge and after rigorous discussions a way forward was agreed, with Fujitsu providing skills to cover, IT, Finance, Business Change and Systems.

A Balanced Scorecard approach was introduced and discussed by the top management. Typically organisations rely heavily on financial data to run their business, however as the scorecard approach illustrates, this is only a quarter of the equation. People, Processes and Customers all play a very important part.

Use of the Balanced Scorecard demands a disciplined approach to measurement and reporting. The task was to determine what was useful and meaningful for the managers, information which could be easily understood, put into context and digested accordingly. The system requirements were specified and implemented and financial and non-financial data was identified and brought together into the new Management Information System.

The four Balanced Scorecard dimensions were weighted and supported by relevant information. The beginnings of a new, organisation wide, Information View was created.

Benefits to our Customer

Managers at all levels now have access to previously unavailable information, enabling them to make short term tactical decisions in the knowledge that they support the strategy of the organisation. The system offers local control and accountability, supporting people in the front line who are closest to the sharp end of the business, leading to better utilisation of funds and ultimately better value for money from a raft of services and suppliers.

For project based working managers now have a tool supporting improved budgeting and cost control. Assignment of resources is no longer a question of first come first served. Projects, which on the surface all seem to be important, are prioritised so those that add the greatest business value and benefit get done first.

The requirements of the Cabinet Office and the Management Board are satisfied in much shorter timescales saving immediate costs and adding to departmental efficiency targets.

The new system is providing the right information to the right people at a time of their choosing, enabling better informed decisions to be made and more efficient use of limited resources. Most importantly it will provide consistent and clear proof that the organisation is in full control of its business. Actions and projects are tied to delivering business value; there is a genuine focus on meeting the objectives set out in the business plan.

Our Approach

An initial review highlighted the strengths and weaknesses of the current systems and processes. Discussion at management level set priorities and it was agreed that quick wins and firm evidence were needed to ensure continued support. The agreed aim was delivery of a "pilot" system. The journey towards accurate and timely information and supporting processes began.

With just three months from concept to working proof the Pilot was delivered to time and under budget. To ensure visibility and early "buy in" to the process internal skills were leveraged to the maximum. Momentum was maintained and results shared widely. The pilot allowed the Management Board to clearly see the benefits of the proposed approach and secured commitment to the full implementation.

The new solution had to interface with other systems in a fashion that was secure, fit for purpose, not overly engineered and supportable for the longer term. It was necessary to construct a lasting, high value set of processes, new way of working and supporting system.

Top down construction ensured that the underpinning information sources could be readily identified and access to them careful designed. Next came technical integration with each information source agreed and prioritised by the team so that early quick wins could be achieved.

Financial data was "pulled" from the central finance system and then re-presented in such a way as to be accurate, up to date and meaningful to all the business managers. Paper reports were replicated and new reports were created, satisfying the immediate need for better financial visibility, flexibility and control.

Following this was the assessment of the key non-financial data, items that included Customers, Process and People (learning and growth). These were used to populate the Balanced Scorecard and then weightings were determined.

Development of a management "dashboard" will enable all information to be presented in a clear and unambiguous manner. The system is designed for future flexibility. Should the emphasis of the business change the factors used to measure success can be readily amended.

Our Expertise

The Head of Finance commented on the Fujitsu consultant’s ability to understand the issues quickly, fit in with the team, cut a path through any personal issues and work effectively from top to bottom within the organisation. Cultural fit was key to the smooth delivery of this project. Fujitsu was able to evidence a focus on delivery and identifying the right solution to the fit the requirement.

Business Value, Delivery, and Customer Focus are at the very core of Fujitsu’s way of working.