Getting started with a digital strategy, and wider transformation

Executive summary

In 2020, Southampton City Council faced major technological challenges due to outdated IT infrastructure and a reliance on desktop PCs. Initially, the council developed an IT strategy to update fundamental technology needs. The COVID-19 pandemic accelerated this shift, necessitating remote working and flexible environments. By mid-2022, with a stable IT foundation, the council aimed to expand into a comprehensive digital strategy. 

Recognising the scattered digital functions across departments, the council consolidated these efforts into a cohesive strategy. External consultants conducted a maturity assessment to evaluate digital skills and capabilities, providing a solid evidence base for the digital strategy. The council’s digital strategy focused on AI, automation, and system consolidation, addressing technical debt and preparing for future advancements. This strategy was integral to the council’s broader transformation efforts, ensuring digital initiatives supported overall transformation goals. 

Facing significant financial pressures, the council’s transformation programme relied on digital tools and automation for sustainable change. Emphasising process rethinking and improved inter-departmental and customer interactions, the council ensured technology enabled effective transformation rather than merely automating existing methods. 

Independent validation of progress was critical, confirming IT advancements and facilitating department engagement. This approach focused on business goals, securing participation and buy-in. Departments are now drafting transformation business cases that incorporate the digital strategy, allowing for long-term planning aligned with available digital tools. 

Southampton City Council’s story illustrates the evolution from an IT strategy to a comprehensive digital strategy. The council’s methodical approach, involving external validation and cross-departmental engagement, established a robust foundation for digital initiatives. Aligning the digital strategy with broader transformation goals positions the council to leverage technology effectively for sustainable change. 

Read the full story below and read about our recent work at Southampton City Council as an example.

How do you get started with a digital strategy, and how do you relate to a wider transformation strategy? Southampton City Council’s strategy

In 2020, Southampton City Council faced significant technological challenges after a period of outsourcing. The council’s IT infrastructure was outdated, with a workforce of 3,500 largely reliant desktop PCs. Initially, the focus was on developing an IT strategy to address fundamental technological needs. The COVID-19 pandemic accelerated the council’s shift to remote working, highlighting the necessity of updating equipment and networks to create a flexible working environment. 

By the middle of last year, the council had achieved a stable IT foundation and sought to expand into a comprehensive digital strategy. Recognising the dispersed nature of digital functions across different departments, the council aimed to consolidate these efforts into a cohesive strategy. They appointed external consultants to conduct a maturity assessment, evaluating digital skills and capabilities across various departments. This assessment provided a robust evidence base for the digital strategy, ensuring it reflected the organisation’s needs accurately. 

With the foundation established, the council’s digital strategy focused on future advancements over the next five years. Key areas of emphasis included AI, automation, and system consolidation, addressing existing technical debt and preparing for technological advancements. This strategy was closely linked to the council’s broader transformation efforts, ensuring that digital initiatives supported and enabled overall transformation goals. 

Southampton City Council faced significant financial pressures, as highlighted by a recent exceptional funding support case. The council’s transformation programme, set for the next 12 months, relies heavily on digital tools and automation to achieve sustainable change and avoid future financial crises. While digital solutions are seen as crucial enablers, the council emphasises the importance of rethinking processes and improving inter-departmental and customer interactions, rather than merely applying technology to existing methods. 

A critical aspect of the council’s journey was securing independent validation of their progress. This external validation confirmed the advancements made by the IT team and facilitated engagement with various departments, ensuring their needs and objectives were integrated into the digital strategy. The council focused on understanding business goals rather than just technology, which was key in securing broader participation and buy-in. 

Currently, all departments are drafting their transformation business cases, incorporating the digital strategy’s elements. This integration allows for long-term planning, aligning transformation initiatives with available and upcoming digital tools. Despite the budget pressures of the past year, the council’s strategic approach ensures a forward-looking perspective, essential for sustainable transformation. 

In summary, Southampton City Council’s story highlights the evolution from a basic IT strategy to a comprehensive digital strategy, driven by the need for modernisation and accelerated by the pandemic. The council’s methodical approach, involving external validation and cross-departmental engagement, ensured a robust foundation for digital initiatives. By aligning the digital strategy with the broader transformation goals, the council is positioned to leverage technology effectively for sustainable organisational change. 

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