Over the past couple of years our technologists have been spending much of their time reading blogs around technology and studying release notes from Apple, Amazon, SAP, Mulesoft, and other technology giants. This could fill our entire week keeping up the amazing capabilities and innovations in Cloud, Analytics, the Internet of things (IoT), machine learning, etc. that every organization can adopt to save money and improve their mission effectiveness.
Then we meet with our clients and talk about their plans for leveraging these new capabilities. We usually hear they don’t have the time or resources to use these new capabilities. We also hear it’s not on their strategic plan or even worse, they don’t have a plan. How do you prioritize without a plan? When did you last update the plan? Are you living your plan? How fluid is the plan? Most people can’t really answer these questions.
From our perspective, if you don’t have a living strategic plan for technology that is fiscally informed, then you are not just behind, you are wasting the little money you do have to enable your mission. The importance of making informed decisions around IT spend and direction should be every IT leader’s top objective.
This post was originally drafted after the 2016 AIIM Conference, but postponed until now due to some exciting changes at Dominion. Throughout the summer and early fall, we focused on creating our new brand in conjunction with a new, larger, office space build out. We started with a clean slate, and slowly worked our way to the present. The journey through both was challenging and exciting. Throughout the process, much of what I took away from AIIM 2016 was in the back of my mind, shaping my feedback around what I thought the future of work at Dominion should look like.
Our company, like many others in our line of work, deploy teams across a variety of client sites. Our project managers do a great job at creating successful environments for team cohesion within a project. However, cohesion across project teams at a corporate level, is something we strive to improve continuously. While attending AIIM 2016 in New Orleans, I sat through several great keynotes and sessions. They helped shape my opinions and feedback throughout our re-brand and office construction projects, especially in Josh Morgan’s #FutureOfWork discussion.
As part of our recent rebranding effort, we agreed our website had become stale. It needed a new, fresh look focusing on our future, exactly like our rebrand. We wanted to take a chance to look at things from a new perspective and create a site that would evolve with our company as we grow.
A key question we asked ourselves was “How do we highlight our capabilities, and most importantly what our people bring to our clients?”. Like many emerging large consulting firms, we perform a lot of different activities to meet the needs of our clients, reflecting the skills of our people. When we looked at what makes Dominion successful, it isn’t just our approach to delivering. Our people bring solution area expertise to make each project a success.
What is Dominion’s role in Shared Services and how do we apply it to our solution areas?
I found myself thinking about this question while I attended the AGA/IAC Shared Services Summit last week. Within the industry, most agree with the long term vision of this most recent Shared Services initiative, which is consolidating Financial Management to four approved Federal Shared Service Providers. I listened to a number of excellent speakers talk about the importance of moving to Shared Services, the benefits with respect to minimizing Total Cost of Ownership, bringing efficiencies in how the government operates financial management, and most importantly allowing an agency to “focus on its mission”.
I agree with all of those principles, but I also found a common theme amongst the speakers…the need and want for agencies to do something that is often lost in government…and that is build trust. Trust is something I have often heard from my clients when discussing Shared Services. The thought that “we have been doing this so long, no one else does it like us”, so how can we trust another Federal Agency successful manage our financial management system in a Shared Service environment.
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