The rise of challenger banks, online e-commerce giants and social media platforms is often attributed to the technology these organisations use. There is some truth in that. But take a look at the government of the UK, departments such as tax collectors HMRC and the Passport Office are at the forefront of new services and new ways of working.
There is a technology element to their story, but whether a web-based challenger or an agile government department, the commonality is, in fact, that these are organisations that have rethought and refreshed how they operate.
At the heart of the rethink is that challenger banks and agile government departments have become outcome-focused. All too often, organisations develop a series of business processes that become more important than the organisation, which can lead to the process defining the organisation and that leads to outdated customer service or an inability to respond.