Vanguard

Robert Butera from IOOF shares lessons learned from building a development group obsessed with delivering what really matters to customers, at less cost – liberating Agile to do what it is best at.

His keynote demonstrates how a switch in organisational mindset and decision making can shorten the delivery cycle; producing predictability around IT changes that deliver measurable value and boosts organisational efficiency – all while ensuring the customer remains the number one priority.

In this final keynote presentation, Sarah Benjamin follows on from the themes introduced earlier and gives further context of Vanguard’s work in People Centred Services and locality working.

Sarah highlights what is learnt systemically when different organisations work together to study their system, uncovering the key drivers of escalating costs, failure demand and the causes of poor outcomes. She illustrates how budget management is at the heart of sub-optimal performance and gives examples of how services have been re-designed to be far more effective: much better service at much lower costs. Leading to significantly better outcomes, happier staff, happier, healthier citizens and strengthened communities.

In his keynote, Tim explores if the Public-Sector in Australia is following the UK’s lead of systemically sub-optimising public sector performance, massively driving up costs and demoralising front line staff. He also discusses how “failure demand” is the biggest contributor to the rise in the demand for health services in the UK.

Tim illustrates why the current design of health and social care systems world-wide guarantees that integrated care and early intervention strategies are designed to fail our most vulnerable citizens. Using examples, Tim also shows where real integration can have a profound effect on people’s lives while significantly reducing costs.

Fiona Chamberlain, CEO of the County Court of Victoria, has been exploring what “more for less” means in the complex world of a court system and how the County Court defined what court users value from that service.

In her keynote, Fiona demonstrates the amazing results that have been achieved through understanding value and putting court users at the centre of the County Court. This work has allowed the court to remove massive amounts of failure demand, energise staff, improve service and save money for not only the County Court but the broader legal community. Additionally, this work has also contributed to the “Court Directions” document which details the overall strategy for the County Court of Victoria.

Providing digital services is preoccupying organisations across the world; the promise is uncertain while the budgets are substantial. Even McKinsey admits there is little evidence of success so far.

In this keynote, David Joyce illustrates the vital contribution that understanding customer demand makes to designing digital services and, just as important, how to avoid digitising services that shouldn’t be digitised, thus avoiding creating failure demand and frustrating customers.

Justin Watts then describes how Lloyds Banking group are now using the Vanguard Method upfront before they go anywhere near designing digital services, what they learned through understanding what matters to their customers, and how a new perspective has led to unparalleled service at less cost.

Robert Butera, Head of Client First Technology, IOOF, shares lessons learned from building a development group obsessed with delivering what really matters to customers, at less cost.

His keynote demonstrates how a switch in organisational mindset and decision making can shorten the delivery cycle; producing predictability around IT changes that deliver measurable value and boosts organisational efficiency – all while ensuring the customer remains the number one priority.

Renato Mota, an executive at IOOF, spoke at our recent event about how IOOF have gone beyond NPS, eNPS, and the normal transformation approaches that fail – and how in doing so they have achieved results beyond anything that conventionally might have been thought achievable in any usual plan. He calls the process completely transformational, both personally for individuals and for the organisation.

We’ve been able to simplify how we think about our business, and we have greater confidence that it aligns to our customers, and we can measure that in a far more meaningful way. These are the things that now manage our business. We now get a very rich picture of what matters to a customer – what matters isn’t an account balance – it’s their life, family, their goals – that’s what matters.

Renato Mota, an executive at IOOF, spoke at our recent event about how IOOF have gone beyond NPS, eNPS, and the normal transformation approaches that fail – and how in doing so they have achieved results beyond anything that conventionally might have been thought achievable in any usual plan. He calls the process completely transformational, both personally for individuals and for the organisation.

We’ve been able to simplify how we think about our business, and we have greater confidence that it aligns to our customers, and we can measure that in a far more meaningful way. These are the things that now manage our business. We now get a very rich picture of what matters to a customer – what matters isn’t an account balance – it’s their life, family, their goals – that’s what matters.