Four Simple Steps to Build Digital Solutions using Co-Design

Observations

Many organisations find themselves selecting commercial off-the shelf (COTS) solutions in the digital transformation journey. In many cases, these decisions blindside stakeholders who find it necessary to undertake significant organisation change management (OCM) to gain the full benefit of the newly implemented solution. Worse still is that the digital implementation falters or fails due to poor acceptance and resistance to change.

A simple way to solve these recurring issues is to include all stakeholders (business, technology, and where possible commercial) in both defining the problem and in selecting the options for resolving the problem, and allowing for the business case to include all of the potential costs associated with the chosen approach, including defining the need for OCM and business benefits.

IBRS uses a simple methodology that seeks to use a cyclic approach to continually engage all stakeholders, and where necessary, seek agreement before stepping to the next phase of the problem resolution.

IBRS Digital Development Methodology

IBRS uses a simple methodology when it provides support to clients. This may be useful for organisations to apply in their day-to-day work when developing solutions for their digital environment. The methodology is a co-design iterative process through each step, allowing your organisation to maintain a clear line of sight of both requirements and outcomes.

Step 1 – Contextual Analysis: involves engaging with the existing ICT function and executive team to understand the current state, review existing strategies, capture the current state architecture, and map data and connections between organisational work groups, their applications, and platforms. Stakeholder expectations and needs are also captured at a high level in this step.

Step 2 – Opportunity Assessment and Co-Design: centres on gathering insights from staff and external stakeholders on topics such as expectations, needs, challenges, opportunities, and priorities. Engagement with staff typically involves individual sessions with stakeholders and their teams, followed by a facilitated prioritisation workshop. Engagement with external stakeholders is typically undertaken via virtual meetings or an online survey.

Step 3 – Synthesis and Draft Solution: involves synthesising and combining the findings and insights from Steps 1 and 2. The draft resolution for the problem at hand, its proposed solution, and the implementation roadmap are developed and socialised with the business and technology groups.

Step 4 – Finalise and Approve: involves the finalisation and approval of the architectural deliverables and the strategy for the implementation roadmap, risk analysis, and measurement plan.

As an example of where the stepped framework of the methodology is of use, IBRS recommends the methodology, using multi-disciplinary teams to apply the processes for investment suggested in the following IBRS publications:

• Strategic Procurement to Meet Constrained Budgets¹ can use this framework to better define the context and opportunities open to the organisation in meeting business needs with a modern IT ecosystem.
• CIO Handbook Part 6 – How to Manage Procurement Strategically² can again use this framework to support an all-informed approach to procurement and feedback to business, allowing a better understanding of the what and why of the proposed solution.
• Getting Started with Human Centred Design Presentation Kit³ can overlay this framework to ensure continual feedback and a fully collaborative environment.

In summary, IBRS has the view that by applying the simple four-step framework digital development methodology, organisations will be able to maintain a clear line of sight from defining the problem to implementing the solution. In applying the methodology, your organisation will empower stakeholders to be included in the co-design philosophy and, in doing so, achieve the following outcomes:

• Improve the identification of risks and apply mitigations more effectively.
• Identify gaps that may need additional work to resolve and allow clarity of what the proposed solution will not deliver.
• Allow for a shared ownership, with co-design, of the solution.
• Ensure all stakeholders have a clear understanding of the OCM needed to implement the solution.
• Allow for the development of an action plan to define and measure the delivery of benefits to business.

Next Steps

• Assess how your organisation currently delivers digital transformation.
• Workshop the benefits of imbedding the IBRS digital development methodology into the DNA of your procurement and project management processes.

Footnotes

1. ‘Strategic Procurement to Meet Constrained Budgets’, IBRS, 2024.
2. ‘CIO Handbook Part 6: How to Manage Procurement Strategically’, IBRS, 2023.
3. ‘Getting Started with Human Centred Design – Presentation Kit’, IBRS, 2024.