 Vi var en av de här jätteläggiga älskar som jag och mina två dörrar, 5 och 7. Min vän var på en business trip och vi var hemma. Vi hade sin favorit pasta-disch för att äta. De var färdiga. De talade om allt som sker i skolan. Efter det var vi förberedda för att äta och så vidare. Vi gick på och tittade på den svenska versionen av Talent UK. Vi var riktigt glada. Vi satt och kallade upp i soffan och tittade. Vi kallade på en vän som missade älskar. När vi tittade på en ungerlig geni som kom upp på scenen och gjorde en jätteläggig performen. Vi lade tillsammans när vi kallade nån som inte talade om att gå fram till selecten och fortsätta på scenen och inte göra något bra. Vi satt där. Det var nästan 8 klockan. Det var tid för att åka till TV. Och då började det fallen apart. Kanske var de älskar. De var tydlig. De ville bara hitta i soffan. De ville inte gå till väg. De ville gå till väg direkt efter att vi tittade på show, men de inte. Man kan bara se hur resten av e-nivån kallade. De skulle bli först älskade. De skulle bli älskade. De skulle bli älskade och skrämde. De ville inte bli älskade. Så och så och så och så. En timme sen kallade jag på min desk i klockan. Allt kallade sig. De var kvar. Presumtvis att bli älskade. Från att ha den här jätteläggig älskar och ha en rönt älskning där jag kallade en jätteläggig far. En jätteläggig parent. Jag har tydligt att använda föräldrar. Vi ska gå till väg nu, då blir det ingen älskning i morgon och så. Jag vet att jag inte är bäst, men jag hade det i momenten. Så eventually... ...gör vi till förändringar. Det är faktiskt vad som händer. Du talar om vad du ska göra. Allt är på bord. Allt ser bra ut. Och så börjar det. Och så är de inte på bord. Det här är något som jag har haft många gånger. Inte bara som fader, men också i Vestrafik, där jag har jobbat. Du tror att folk är på bord, men verkligen inte. De är på bord så långt som de kan fortsätta att göra vad de har gjort. Vestrafik är lite som SL, för de som inte är familiar med det. Vi tror att det är mer funn. Vi har trams i stället för subways. Och vi är lite småare, så vi har en komplex. Min roll i Vestrafik har varit att leda digital transformation för de senaste fem år. De senaste två år som CIO eller IT-developement-manager. Jag ska gå igenom vad vi har gjort i Vestrafik med bara en sådan mål. Så jag talar om dem som vi har gått. Vi tittar på den första. Det är usually en bra plats att börja när du vill digitera en company. Du vill göra något som är ganska lätt. Du vill göra något som har en visst effekt. Du vill göra det i en area där det inte är intervjuad med så många olika saker. Custom experience är usually the last end. Du kan redesign en webbsite. Du kan göra en app och så. Det är ganska bra, compared to everything else you can do. Det är också vad vi har gjort. Den första stepen var att launcha en app för att köra tipps, periodtipps och dagliga tipps. Det var en små step för man-kind. Men det var en stor step för Vestrafik. Det var första gången i... ...forever. Vi har gjort nåt, men bara att köra och byta stora system och installera dem, according till en specifikation. Detta gången har vi brått in många utvecklare. Vi har brått in nya talenter och nya employees så att vi kan byta en möjlighet i stället för att få en system som slår att förbereda i världen när det går byt. Vi har gjort samma sak med webb. Vi har börjat känna att det är bra. Det är en stor success. Två projekter på tid, på budget, för första gången i världen. Det första gången vi gjorde är att sätta upp en data analytics-team. Du skulle tänka att det är en stort förväntning. Vi ska ha en data analytics. Det är bra att ha data så att vi kan ta bättre beslut. Men det är det som du vet. Data is knowledge, data is power. Och de som hade power var inte helt övrig för att distribuera allt som jag vet så att alla kan göra det. Det finns en tilläggning där. Vi stod runt det. Vi ställde en team. Det ser ut som en av de viktig successfaktorer i allt vi gjorde som vi har successat. Vi ställde en bra team med de möjligheter som du behöver. Inte bara tekniskt, men också den liten humanskärven av att göra några förändringar. Nya team är som en liten, en liten och en liten kväll. Det blir spännande. Vi ställde en möjlighet med data. Det är att sätta upp en plattform och sätta upp en plattform som vi kan använda för på och på så vi kan bli bättre och bättre i att göra det. Vi har gjort det accessibelt via rapporter. Man hade inte haft någon för att producera en Excel-schit. Man hade Excel-schit och det var inte vad man ville. Alltid tar man tre veckor om man vill. En av de ting har vi tågat många gånger om vad som är hård. Man måste ta till andra så att de kan känna säkert att vi tar bort de data. Vi gör inget stort, de kan trusta oss och vi ställer inte det jobbet. Vi fokuserar på högst potential. 9 biljoner swediska gränser är vad kostnaden är i Västra Götaland regionen. Det finns potential där. Och det är också obvious men jag vet inte hur många av dig är från publiksektorn. Vi gör mycket för mycket. Vi gör allt samtidigt vilket betyder att nästan inget stämmer. En av de viktigaste tingarna är att fokus på bara en sak. Det andra är teknologisk integrering. Det här är den swediska nationella audit. Det har varit i newspaperer de senaste veckor. Most of the authorities in Sweden I think about 60-70% are not doing what they should with their systems. They have two old systems that are not supporting the organization and what they are trying to do. This is the same thing in a lot of different places. We don't have problems with people not doing what they should. We have a problem with the systematic thing that the system makes the wrong people assigned task to the wrong people to do the wrong thing basically. It's really tough to get around this. You do these short things. My daughter plays heyday. It's a game where you are a farmer and you do stuff. She wants to use the precious diamonds. You get a few in the beginning. She wants to use the precious diamonds to just hurry up the crops. Let's get a bit faster. Instead of using the diamonds to build new factories or new buildings so you can produce more eventually. This is the same thing. Short term versus long term thinking. It's really important. Albert Einstein is supposed to have said insanity is doing the same thing over and over again expecting different results. It's also called following the process. This is quite important because we usually in the public sector they procure systems so you make a list and then you buy it from someone and they install it and they develop it according to the specification. The problem is that it had never worked but still there was a huge resistance to doing it in a new way because this is what we are a company that do it this way. It doesn't work, but we do it this way. So it's easy to sort of be ironic about this but how could it be that but the structure is set up that this is the right way to do it. And this is the chief architect in Vestrafik. I think he put it in a really good way that functionality can grow organically. That's what we want. The customers have opinions and we adjust it accordingly. But architecture needs a plan and that's one of the key things. If you look at a lot of public companies and probably private as well they don't really have a plan with architecture. It's really creative people that are doing stuff but it's not coming together which means that every new thing you do takes longer and longer and longer and takes more and more cost. The idea should be, it has to be the other way around. You know you have a good architecture when everything goes faster and faster and faster and costs less and less and less to maintain. People and operations is probably the area where we spend most of our time. Vestrafik has a strange setup where about two or three different entities sets the rules and they all by themselves set a bit too many rules so in the end you have rules, sorry, goals. In the end you have a really huge amount of goals. So basically which is good for management because you can decide what goals to follow but it's also a problem if you don't do that choice. If you let the organization choose which one is my favorite goals because then you end up doing too much thing. This guy is probably trying to move things at once and nothing really gets done. One way to get around this was that we again created teams so they were responsible before everyone was working on their own being part of several different projects at the time moving around between different meetings having to swap between different thoughts all the time which took a lot of time. We established a service design center which was really great actually the biggest cultural shift I saw during my five years where you started asking the customers what they really want what they needed. Our agile coaches helped us with big room coordination so we just could have people sitting in the same room talking about the same thing. You have no idea how often it could be that people sat in rooms across each other in the corridor and talked about each other all the time and we met we had a meeting and I'm Lars so you haven't met you talked about each other for two years but you haven't met and it's not that they aren't bad but the system was not set up for them to cooperate so you need to create opportunities to cooperate. We started having visible backlogs which made it obvious to anyone that you can't do all of these things but I have to do yeah but you can't it's quite easy and we have again really good support Ola Barry here, Jose, I don't know I saw Jesper the other way in the other presentation as well so we had a few different coaches that was really good to just get things started but this was this was fairly easy on the local level but fairly hard on the global level in the company. What we did manage to do was set up so instead of each department working by themselves which we've heard throughout the day you can't take global decisions locally without the people that needs to be involved being involved so anyway the way to do that in some way is to find out what are your value streams and how can we make sure that we take decisions according to those value streams what we found in a few different ways was that these are the four things that Vestrafik does we provide traffic or a mean to travel we have customer information we have information about the customer but also information to the customer we sell tickets and we provide a way to manage that ticket and then we support these three operations in some way the challenge for us was that this is a good system but it's completely different from the normal hierarchical way of running everything and that is a big it's hard to make that step in small steps or make that leap in small steps because either you work this or you work in a different way you can take out one portion at a time but you can't do a bit of both because then you have two steering wheels as you usually call it a good thing that doesn't increase the mobility digital literacy it's generally low I mean if you look at this conference and talk to all people here it seems obvious that this is how we should do it and obviously this is a good way forward most people are not there most people are in okay they hear about this maybe they hear to talk about AI and self driving cars and whatever that's in the future what we found is that doing courses and having inspirational speakers is not that useful to be honest and the problem with that is that it tends to be you listen to it and it's probably interesting but looking to it you can always say well that's what I'm already doing so the thing that we found most important is that you actually do and that makes a huge difference because then you see no that's not how you're doing it today and this is how we need to talk about it and work through it governance and leadership for good reasons public sector is set up not to make mistakes because you want the continuity you don't want to waste tax money and so on so there's a good reason why the structure is the way it is the problem is though and the quest to minimize mistakes you end up minimizing value usually and sure you don't get in the paper for minimizing value which is a problem you do get in the paper for making a mistake or making a public one and if that if you are affecting 10 000 people if the subway is not working a lot of people will be screaming so your mindset goes into not making mistakes and that is a mistake and so ok, so how do you create this sense of urgency in the public sector you need to do something this statement goes out really well I mean if not now when well if you ask someone in public sector they will say how about next week or next year there is no real time pressure if you don't do it now you can always do it later the board or the politicians are sometimes eager to get one thing done but it's not digital transformation they want something specific and this is ok, so what do you do you need to dig deeper and this is one of the things that we didn't do properly they are doing it now more but at the moment we could have done it definitely more it's digging into what are the personal drivers for the senior management team and what can we use to actually get the sense of urgency because that is key if we don't have that I like to be a bit provocative about but it's actually really important if everything seems under control you're not going fast enough and the thing is not to drive recklessly the thing is you need to have speed in order to see what part of your process can't handle that you move more quickly so in order to do that you need to try and be a bit quicker than you are today otherwise you will never get out of the status quo and this of course is uncomfortable because you will make mistakes so in conclusion just really quickly these are the two things that I think personally that we handled really well technology integration we had set up a good system where we don't procure systems anymore we build capabilities to work with them data analytics worked great we have beautiful reports and we actually work together with those doing the work out planning the traffic also it can be improved but it's a good start customer experience worked really great but it sort of got stuck after a while when it affected the bigger part of the company digital literacy we made some progress but it was a bit it's a bit patchy some places it went really well and some places we all went nowhere so all in all it's yellow it's not green and the places where we should have done much more and looking back what I should have focused more on is people operations and governance and leadership we did a lot of things here trying to get operations and the process in place but they were hampered by a lack of having the right values in the leadership team and the governance of the company so it's easy here to say well we did everything right but somehow we lost we didn't lose we done a lot of good things and it's a good journey I'm not working for best traffic anymore but it's a good path but looking back so what could I have done differently and when I look at my time at best traffic I see that I had a few assumptions that probably were not that helpful I assumed everybody liked improvements that's great you have a problem let's solve it that's not entirely wrong it's entirely right I also assumed that everyone if they complain about something well then let's solve it but that's not either exactly right sometimes it is and if you provide the right circumstances definitely but given the circumstances at the moment that's not maybe right understand IT development the general knowledge is really low when it comes to IT not just with our customers but also within the company learn to see that everyone don't see what I see we have different views and I see my view understand what agile really is some people say well agile is great but it's not really for us obviously they're wrong but how do you tell them that in a good way and how do you talk about that without using agile digital transformation and all of the other sort of cool words to be used just because I think someone feel included doesn't mean they do so how can we find a good way to feel if they actually do feel included or understand if they do this is a huge thing I'm trying to do a more global have a more global view of things how do we teach system thinking how do we talk about system thinking and lastly which is quite important for me don't I need to understand that my assumptions about other people might not always be right so I need to be more questioning about those coming back to the story from the beginning when I sat there in the kitchen and the horrible father and the failed evening I was angry with myself I was angry with my kids for ruining the evening for me I was angry for me for feeling that way all of a sudden I hear some steps in the stairway and my old story comes down and she just walks up to me doesn't say a word and just give me a really long hard hug and all of a sudden so she said I'm sorry I said I'm sorry and we were really happy and we both went to bed at the same time and the evening was great and I think the big lesson here is what I've taken from that experience is that if you start to move along more quickly you will make mistakes you will behave in a way that you're not happy with if you say if you create an environment and be able to say I'm sorry and apology then it will be fine but this is the key thing all of the other things are just tools that you use to become the person that you need to be thank you very much