About this Case Study
Business transformation in the Department for Work and Pensions (DWP) is very different to how it used to be.
The story of digital service transformation in DWP has been one of highs and lows. Implementing a user centred, service design approach in a large government organisation has been, and continues to be, a huge challenge.
Most of the challenges experienced aren't unique to DWP. We have learned a lot throughout our journey that has prepared us to tackle our next complex service design challenge - health service transformation.
So where did we start? Raised expectations in service industry through digital delivery led to a consensus that the way we dealt with users was unfair and inefficient. To facilitate change, our evolving departmental business transformation allowed the opportunity for safe spaces to be created, to allow new ways of working to take root. Whilst this allowed ways of working to flourish, it stymied delivery due to the clash of culture.
Integrating new service design teams into existing technology teams and working through some of the challenges together, and exploring how we integrate policy and operational parts of the business more intimately, will hopefully lead us to the next phase of the transformation.
We are exploring how we work with others outside of government to enable health transformation and deliver a tailored experience to users that allows them to get the support they need to live an independent life. Improving the quality of information we gather, where we get it from and gathering the right consent from users is where we have begun our next phase of the transformation journey.
It's really important that we have the right approach to enable a single, clear, coherent vision for DWP's health transformation, and we create the right model that allows us to work collaboratively with the freedom to achieve our common goal.