Other parts of this series:
To avoid creating problem legacy systems of the future, it’s important that governments take a continuous approach to modernising their legacy core systems. I covered the challenges and the critical need for governments to update their systems in my last blog. Now, I’ll share a new approach, Continuous Transformation, and how it can respond to some of the challenges.
Traditionally, core system transformations have involved “rip and replace” overhauls, implementing entirely new systems and processes for a business function over a few years. This is a high risk and high impact change, and while still appropriate in some cases, an iterative, evolutionary approach can achieve the same outcomes with less risk and impact. Continuous Transformation done this way can help governments avoid ending up in the same core systems crisis again in 5-10 years due to outdated technology.
Continuous Transformation is a personalised journey based on patterns and philosophies that enable continuous change.
Continuous Transformation provides a path towards achieving fundamental change while avoiding the risks of large-scale implementation programs. It’s a middle ground between keeping the lights on (a do-nothing strategy) and full systems replacement. Through this approach, a European social security agency was able to stabilise its pension case management system while adding new functionality to keep pace with the country’s national pension reforms. This enabled the agency to provide proactive, high-quality services to citizens faster and at approximately 20 percent lower costs.
How can an organisation maintain its old experiences while implementing new ones? It starts with a clear vision about where the organisation should be from a business and technology perspective at high level. This is not detailed as there are many ways to achieve the vision, and the journey is just as important as the destination. Monolithic legacy systems that are integrated require an understanding of how both the data and process flows work between the systems. The user experience for staff and citizens also needs to be carefully considered for a seamless and efficient outcome during the transition. Lastly, organisations will need to find ways to fund improvements progressively – investing progressively rather than waiting for a crisis.
Many transformation programs done the traditional way fail because the risk and complexity of organisations’ legacy systems are too complex. A Continuous Transformation enables governments to be agile and change gradually over time to meet evolving citizen demands. This approach will be unique to each organisation’s circumstance but based on repeatable patterns. In my next blog I will explore some modernisation strategies for Continuous Transformation.