 Rhoedd y gallwn iawn. Rhyw hwnnw i'r bryd o'r cymdeithasattau. Yn safodd, mae'r safodd yn credu o amdano maen nhw yn y ryw ramgrifegau. Rhaid hwn yn ymdwy Llea Max SUBSCRIBE. Rhyw hwn yn y sasodd technoloedd gy解 yng Nghymru. Rydyn ni'n cyfrnod CTO ac mae'n gofyn i'r byd o'r ffrifigaid yn cyfridae a hynny'n edrych y byddai i llunio darparu ar fewn ni mfâthio'r brôn. Mae hwn yn ei dweud ar hynny. go to conferences and you meet these startups and we were given this task of creating a startup in government as it were and I end up saying that I'm a member of a tax collection and public service delivery startup we're in our 400th round of funding sort of finding it difficult to deal with agile as a concept because so much of our life has been structured and I do recall going with my colleague then Mike Bracken's we went to an agency of government and government is great at creating these neologisms where they say you know everything should be agile um and I remember going there and they had a presentation they really wanted to please us and they talked about adulation um because they wanted to do agile but not that fast so it was a sort of agile and evolution together and you know blessed them they got there actually but it was one of those things where culture and and where the culture of change makes a difference and so let's talk a little bit about the challenge that we had to in order to face our our change at that point and the challenge that we faced was this we were spending too much money okay so we were spending about one percent of the British economy on technology within government and that's although you hear about funding it's amazing how much you can do with that and not get it right and so the uh we had the initial set of change controls which we brought in and obviously this was contentious but it meant that we could get change moving by using a form of control and we had a very very strong focus on what we wanted to do we wanted to move away from paying large amounts of money but we wanted to move away from having a system that didn't work okay we were Olympic grade at having services that didn't work for our users and so one of the core things we started to define was we would design services that were based around user need and it's very rare to find a politician to stand up and say we will build services around our users but that was the core running principle of what we were doing we're there to build a digital government and that's a government based around user need and we needed models we needed new models one of the things we were hearing were alliance and um their change was that they needed to move fast you need to bring in the change of moving faster and the thing we found very quickly was that technology was moving much faster than we as a government could move so you've got to change your game it was actually starting to render us irrelevant because if we didn't change to help provide services for our citizens then our citizens would go and use other things it's rather like when you run the IT in an organisation if you don't provide the services that people want to use they use shadow IT you find people using gmail or hotmail to go and do their work it's the same thing if you don't move in that way it won't work for you and also you need to move away this cycle we had was move away and focus on your innovation on things that are new and things that need to move and stop trying to innovate all the time with things which are common you see we had designed ourselves in a particular shape where we kept on reinventing ourselves we kept on reinventing the common components that we needed to make work and also because we worked in the commercial and the government construct where we had interpreted the rules in a particular way we had done this we had actually managed to lock all of that inside a black box procurement structure we tried to procure our way out of trouble and this wasn't going to work and we came to realise that culturally we were facing what we called the square of despair okay so all of these things were reasons why you shouldn't do things i've often talked about there being a department of no okay we're working department of work pensions department of health department of tax there's a department of no and part of it was the was these things these four things every time you wanted to change something people said oh but the legacy every time that you wanted to change something you couldn't find the right people because we had spent 25 years outsourcing great people out of the civil service so we had to get people back in we recruited almost immediately 200 of the great new people into the civil service at leadership positions we always found that security was cited as a problem so people go oh i can't do that because of security cloud computing and the ability to put your data into a safe cloud space is something that civil servants found culturally very difficult at the time but over four years we've moved i used gmail for my email for the cabinet office email for my department email now that was something which people couldn't understand how could you possibly do that but strangely you find that organisations that run cloud services are actually quite good at security and so long as you make sure you check with them and you make sure you're up to date it's just as safe in fact many people would say it's just it's more secure and also procurement we'd invented the whole series of rules which meant that it costs too much money to sell to the government and therefore if you were a small business or an innovative business why would you bet all of your funding to spend it on filling in procurement forms we were cutting ourselves out from the market and so technology is moving faster than we were we had to be free to keep up we had to change our shape so we did this the whole of government is built like this it's actually constitutionally built like this you have departments everyone is responsible in those departments and yet we had to move to a concept of platforms because there are common things that we were all doing now we've been doing it for years with electricity you know we don't go and have a departmental generator to build our electricity in but we had to do this with tech as well we had to move to a platform-based approach and conceptually that's very difficult because the thing that means is that the member of one department is going to rely on the member of another department to help them and culturally that's massively difficult you'll find that within companies you'll find that within all organisations but it's one of the competing things it's one of the great changes that has happened is we're able now to help people trust a cross-government so we brought in a set of changes there's the mechanics of that so we agreed to code of practice we agreed design principles because the design of our services was right at the core of making them successful if we designed them for officials to use they wouldn't work famously infamously a particular programme I remember starting looking at the first cut of this huge waterfall project development which said developed a piece of software I had a look at the first release of it and it said question five are you pregnant question nine are you a woman we we had sort of failed to do things I was famously involved in there in a programme for farming subsidies and when I got there on the first day it said are you a young farmer question 10 question 38 what is your date of birth these two things could have been done better we kept on asking questions we didn't need to ask the most famous one for me always being do you have a valid driving licence and the efficient way of answering that is yes or no it isn't give me the licence number and where it was issued because you just need to know is it yes or no we can do much better we also committed to openness so one of the famous things we did was the open document format that we made sure that within the UK and within government we always recognise we will be able to share documents using open standards we cut out a lot of friction that was the organisation chart I inherited I'll leave that for you to think for a moment that was the organisation chart I inherited can you imagine having to try and get a contentious policy through that and that's what we did we cut it out we decided we'd say look we were focused on four main areas shared services ERP digital services mission IT those are the things that only those departments can do and then huge boatload of common technology services all the things that we do common across government build that once and we expanded the marketplace for our suppliers so on the left that was our supply base of direct line of supply 85% of that huge number of spending was done by 12 companies we had to expand so we grew our marketplace we opened up our market we made it easier to sell into government we made it easy so that small businesses could deliver innovative solutions to government and we made sure that we scaled that and now the digital marketplace is about a billion pounds a year 52% of that is small medium enterprises so the whole point of that was so we could get an innovative supply chain and we are now a center of digital excellence in government the OECD have recognised that we were the first place within the OECD in that so we changed how we treated our technology remember this transition curve we decided to go for that okay we can move and do common things together and the way that we did that change was we made things open this was one of the slogans we used right at the very beginning make them open they make it better open was our main tool of disruption and it's fundamental to everything that we've done everything boils back to four components you see if you're going to use the internet it's a common resource so if you're going to use a common resource you need to have standards so we made sure we had open standards and we're very very strong on the fact that our open standards go through a huge peer review process with the community to make sure that they are truly open for us that then meant that we could use open source effectively and believe me introducing open source into government has been an interesting lie in the interesting period because the opposition to it was absolutely fundamental to people who work in a risk-based environment where they see risk as a binary thing and the ability to cooperate was wasn't there but we introduced open because it made things better we looked a lot sorry i'll just go about open markets meant that we could open up to everybody so that we could have diverse markets so we could get the right innovation so that we could buy from the people that had the best ideas not the people that were best at filling in forms it's as basic as that and then also open data you will know that we were the first transparent government we were the we are the most transparent government in the world in terms of how much data we publish around what we do and we were very very key very very keen to make sure that we were open about our spending and how we got to where we got to but now we are very open in how we will interpret our policy and you'll see that our new prime minister is now looking at using setting our policy and then using open data to make sure that those policies are implemented particularly around things like the disparities in how you're treated by our system if according to race that's one of the core components of our approach so it's at the half of the approach the government is taking it's also at the half of the approach that other governments are taking so there are four governments here i don't know if you can spot which ones they are top left is probably quite easy so that was the beta for gov.il on the top right that's New Zealand the bottom left if any of you from Estonia will know this glorious x-road from Estonia which is an open source approach to government and in the bottom right President Parkman Hay of Korea we five governments actually work together very closely you may notice that the top two components there look relatively similar they look quite similar to gov.uk there's a reason why they do that it's because they're based on gov.uk they've used the same code because governments don't need to complete like other world leaders we want to start and we want to create the same thing we want to be able to build a government that's based on the internet because it's the most effective it's the fastest way it's the best way of building the services we need to build but it's also the way that meets our users needs most effectively they don't want to know that they're dealing with the Department of Finance or the Department of Chairs or the Department of Agriculture to get their parking permit which in some circumstances it could be some of those used they just want to know that the government is there to work for them and so that approach of thinking how do we build a government of the internet is right at the core of what we're doing so we use open to unlock change and the dynamic force behind that has been competition when we decided we wanted to build things for for government quickly simply effectively we made sure that we could use all the right suppliers that were available not just the ones that had previously been good at winning contracts we made sure that we use standards which meant that people could work together so that not everything had to be delivered by one organisation but people could work in teams now what that meant was that our openness and our ability to start delivering drove competition and actually what that drives if you have true competition in the market as Sam was saying it drives the adoption of open source it also drives a high percentage of small business engagement which means that you get much more innovation which means that you're open to ideas which means that you're not the smartest person in the room because the smartest people in the room are the people that come in to work with you to collaborate with you and of course it also means that we can start to change our shape it means that we can start to move to the concept of sharing because if we have standards and we can share it then means that we can move from silos where government is set to build itself into the use of platforms where we can share components and share what we have built together let's have a think about that what we have built together because governments generally don't compete now i've put up here two organisations okay on the left hand side the dvla on the right hand side the swede of the norwegian dvla now it may come as no surprise to you but i have and we have no desire to provide services to the norwegian drivers association we have no desire to issue driving licenses in norway famously i've rather infamously i said that um we have we no longer have a wish to collect tax in america um sort of moved on um took a long time but if you think about it um we're doing the same thing i driving licenses you go through the same set of rules one of the things we discovered as we opened up government and looked at the size of government was that we were doing the same thing so many times within our own government we were issuing licenses and in compute terms issuing a shotgun license and issuing a fishing license aren't actually that different you give your name you give your data you go through a set of business rules you pay some money good thing you're done and so why are we trying to continually reinvent the wheel in a particularly british way actually we should be able to share what we do and share the components of what we do because as governments we don't compete not for that and so we're now starting to work very closely with governments to do this and the governments that i showed you previously have also done that that if you're um working in the tax system in vietnam you're probably using some form of korean code to help you get that moving if you're working in the health service in finland you're going to start finding that the enterprise service bus across your services is the x-road in fact the finished government has made the x-road more secure has helped to develop it into a much better service and so we're actually looking much more at cooperation and collaboration we have open sourced all of our code we have open sourced our tooling we have open sourced our methodology so that you will find that other governments are able to start doing the things where we had the early battles and you'll see that in local government in the uk they're adopting standards to help them introduce better services for citizens if you look at the australian government and the digital transformation office they started to take place use a service standard which looked very similar to the british service standard and that's great because it means that we together can actually work more effectively the biggest problem we have is that we can't find enough great people to come and work in government and so that's the motto we have we shouldn't try to do everything ourselves we can't that's where we ended up going wrong for many many years cooperation and collaboration is the way forward for us because we can make sure that what we work on is the work for the people but it also means that we can get the best services it's a completely different model we're not looking at spending 16.5 billion pounds a year on proprietary technology to work in one particular part of the government we are looking to create services that work for everybody across the whole of our government so that we don't have to continually reinvent the wheel it's very basic it's very simple but that concept and the culture of delivering that is very difficult to win the argument for but we're getting there and i suppose the thing that is now galvanising us is how do we use what we've got to remove the friction from government all the successful tech businesses all the successful new digital businesses are about taking away the broker removing the friction helping people do things quicker smoother simpler for them that's the aim we have in government as well it will reduce our cost but it will massively increase our uptake and mean that we deliver the services that our citizens need and that's how we grow fast and as i leave you with one thought we started with this huge monolith delivering in silos we now find ourselves with a growth market called GovTech the like fintech which the UK sells out we now have and we built 500 business cases for companies to get involved with government to sell to government to deliver services that we wanted but built in the right way where we collaborate where we share where we can work effectively across platforms and work effectively across departments to deliver the services our citizens need and the big thing about that is that's a sustainable model and if you're starting to work and starting to look at a rules based and starting to look at the service which allows you to work in a rules based environment where people will want to work together then government might well be for you you may have thought for many years not to do it but you may now find that government is actually a profitable market for you to invest time and effort to come and collaborate with thank you