Providing a comprehensive review of data outputs for a not-for-profit

Presented the collective insight to the senior leadership team
Recommended next steps to address potential data output gaps
Provided strategic context on operational reporting, management information and knowledge generation
Supported a change in direction for how data was captured, analysed and developed into information to inform organisational decision making
Identified root causes to existing data process challenges, suggesting both practical and strategic ideas to assist in resolving data gaps
I’m really grateful to you both for your support, advice and work getting us to this point – I think the messages you gave to SMT resonated really well and were perfectly aligned to the work we’re heading into next.
– Chief operating officer, not-for-profit client
Person at laptop and mobile gap analysis

The Challenge

In the run up to a major system replacement implementation, our not-for-profit client wanted assurance that their new system would fulfil their data and information requirements. It was the core business system used across their various regional teams to process work requests measured in hundreds of millions of pounds. Senior managers had concerns that the new system might leave them short of operational data and information about the delivery of outcomes.

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Our Approach

Gathering examples of the reports from the current system, we rapidly developed a high-level core information process context picture, which described the purpose and operation of the organisation.

The diagram illustrated how the systems (new and old) supported the operation and the organisational outcomes.

We used our context picture and a set of questions to support conversations with a wide spread of key people:

  • Users of the current system
  • Those involved with building the new system
  • Those who would consume the new system outputs

We asked about how the data was inputted and how the outputs were used to support the organisation’s outcomes.

This initiative also provided a secondary benefit, in the form of a ‘therapy session’ for people who had been impacted by the delivery of the new system. Our sessions explored reflections from a broad range of individuals who had differing levels of involvement in the new system. Consequently it allowed staff to give their thoughts on the change management and engagement process.

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