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Transformation Evangelist
Alan Ward
,
STOCKPORT, United Kingdom
Experience
Other titles
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I'm offering
I specialise in customer-focussed transformation to redesign the organisations of my clients. I assist them in discovering their future direction and then facilitate the implementation of that vision. I use the customer experience to channel the development of Target Business Models and Target Operating Models. I work with a mix of the c-suite/board, front-line & customers to understand their issues, building up an account of the direction of the organisation. My recommendations challenge; balancing cross-sector expertise, bringing innovation from start-ups into larger organisations, but tempered with experience gained from many years on large change programmes.
I am an accomplished Lead Architect with a background as a Business Architect, and earlier experience as an analyst and a developer. I have a combination of private and public sector experience covering health, utilities, local authorities, social care, start-ups, telcos and general consultancy.
I am the author of a forthcoming series of books on transformational change, starting with the first concerning achieving business change on the front-line within complex organisations.
I am an accomplished Lead Architect with a background as a Business Architect, and earlier experience as an analyst and a developer. I have a combination of private and public sector experience covering health, utilities, local authorities, social care, start-ups, telcos and general consultancy.
I am the author of a forthcoming series of books on transformational change, starting with the first concerning achieving business change on the front-line within complex organisations.
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Industries
Language
English
Fluently
French
Good
Ready for
Larger project
Ongoing relation / part-time
Full time contractor
Available
My experience
2008 - ?
job
Founder & CEO
Besteno.
In the time in between contracts, I build new companies and assist other companies. These tech startups provide a very useful balance to my consulting career, allowing me to experiment with newer analytical or change methods (rainbow tests, OMTM, etc.) and technologies. Specifically, I find opportunity to bring in the methods for innovation and strategy into my day-to-day work with clients.
• Besteno was a start-up - that peaked with 37 million pages - designed to disrupt the market research industry. Its first phase was to help people find the best of everything. Besteno had a positive perspective on reviews, allowing you to share questions with friends and see which friends had answered. It was industry-agnostic, subject-agnostic and handled local and global questions.
• Besteno is now in hiatus, while I consider less computational-expensive solutions. It proved the business model works and that it can generate revenue. It covered content in every country of the world and across many different subjects. Throughout its short-lived life and just before its retirement, Besteno ranked on Google's first page for a number of hyperlocal searches.
• I developed other ideas such as improving enterprise sales through analytics based on Shift Selling principles), weather-dependent advisors,
• I initiated fortnightly sessions for startup founders focussed on a structured format for peer-review and peer-support. This led to numerous discussions regarding tech-led startups, with government ministers, regional government bodies, commercial organisations, self-started support groups, and most importantly, the startup founders themselves.
• Besteno was a start-up - that peaked with 37 million pages - designed to disrupt the market research industry. Its first phase was to help people find the best of everything. Besteno had a positive perspective on reviews, allowing you to share questions with friends and see which friends had answered. It was industry-agnostic, subject-agnostic and handled local and global questions.
• Besteno is now in hiatus, while I consider less computational-expensive solutions. It proved the business model works and that it can generate revenue. It covered content in every country of the world and across many different subjects. Throughout its short-lived life and just before its retirement, Besteno ranked on Google's first page for a number of hyperlocal searches.
• I developed other ideas such as improving enterprise sales through analytics based on Shift Selling principles), weather-dependent advisors,
• I initiated fortnightly sessions for startup founders focussed on a structured format for peer-review and peer-support. This led to numerous discussions regarding tech-led startups, with government ministers, regional government bodies, commercial organisations, self-started support groups, and most importantly, the startup founders themselves.
It, Founder, UP, ME, LED, Contracts, Enterprise, Google, Ceo, Support, Market research, Content, Less, Sales, Analytics, Consulting, Startups, Contracts, Innovation, Research
2019 - 2019
job
Practice Lead for Enterprise Architecture & Business Analysis
NHS England.
The client had initiated a programme to disaggregate services towards a SIAM tower model in order to introduce more control to the consuming organisations.
As the practice lead, I led a team of 12 architects and analysts. I was responsible for the quality of the deliverables from the practice, resourcing, allocation and advising on how the practice should contribute to the success of the programme.
• Influenced the move towards away from multiple, conflicting design sign-offs to an integrated Strategic Design function. That function was then able to guide all acts of design across the programme. This enabled the programme to have more consolidated roadmaps featuring defined plateaus/transition states across every domain and project and ensured that further designs would be not be contradictory.
• Proposed a reset of a major portion of the programme (a large programme within the overall programme). The proposal was accepted and set the scene for the rest of the overall programme delivery, creating a more stable direction and communication path for a better delivery.
• Founded the Enterprise Architecture Practice and introduced the concept of Integrative Design among the practice members and to the wider team.
• Advised on revisions to requirements elicitation process to strengthen the journey from concept to delivery.
• Led the design of the Target Operating Model and Enterprise Target State Architecture to set the vision for the programme, covering the domains of Business, Service, Technology/Apps, Data/Information and Security.
• Produced a blended approach to architecture based on elements of TOGAF, APQC, Business Motivation Models, ITIL, IT4IT and other, more local frameworks.
• Defined the corporate strategy based on integrating techniques more commonly applied to startups in order to provide a focus for the programme and the resulting organisation.
As the practice lead, I led a team of 12 architects and analysts. I was responsible for the quality of the deliverables from the practice, resourcing, allocation and advising on how the practice should contribute to the success of the programme.
• Influenced the move towards away from multiple, conflicting design sign-offs to an integrated Strategic Design function. That function was then able to guide all acts of design across the programme. This enabled the programme to have more consolidated roadmaps featuring defined plateaus/transition states across every domain and project and ensured that further designs would be not be contradictory.
• Proposed a reset of a major portion of the programme (a large programme within the overall programme). The proposal was accepted and set the scene for the rest of the overall programme delivery, creating a more stable direction and communication path for a better delivery.
• Founded the Enterprise Architecture Practice and introduced the concept of Integrative Design among the practice members and to the wider team.
• Advised on revisions to requirements elicitation process to strengthen the journey from concept to delivery.
• Led the design of the Target Operating Model and Enterprise Target State Architecture to set the vision for the programme, covering the domains of Business, Service, Technology/Apps, Data/Information and Security.
• Produced a blended approach to architecture based on elements of TOGAF, APQC, Business Motivation Models, ITIL, IT4IT and other, more local frameworks.
• Defined the corporate strategy based on integrating techniques more commonly applied to startups in order to provide a focus for the programme and the resulting organisation.
Design, Business Analysis, ITIL, Startups, REST, Service, Technology, Architecture, Security, Apps, Motivation, Organization, Enterprise, Direction, Guide, LED
2016 - 2017
freelance
Business Architect
Anglian Water.
On arrival, I found the Service Improvement Programme expending significant effort solving small, isolated issues. I refocussed the Programme to increase the client's rankings in the quarterly Service Improvement Mechanism (SIM) tables. I influenced multiple stakeholders to attempt larger changes by redirecting the programme away from smaller improvements to larger opportunities that featured across the organisation, based on introducing customer journeys.
• Much of the Service Improvement Programme concerned changing culture and behaviour in combination with the process and customer journey changes.
• Mentored and guided the business analysts and implementation managers, in regular one-to-one sessions as well as group training on methods that they were to find beneficial in the programme and in their own career development.
• Managed the Business Design Authority, created in order to allow a wide range of stakeholders a view of forthcoming designs. I also introduced more rigour into the programme through better governance and planning.
• Suggested that the client focus on pragmatic changes (those capable of being implemented with the existing systems in place) and create a catalogue of aspirational changes (those requiring larger technology changes.
This resulted in the client achieving 1st position in the SIM ranking tables for customer service from OFWAT in my final week with them. The client also had the start of a customer-focussed, technology-enabled roadmap for a longer-term transformation programme.
• Much of the Service Improvement Programme concerned changing culture and behaviour in combination with the process and customer journey changes.
• Mentored and guided the business analysts and implementation managers, in regular one-to-one sessions as well as group training on methods that they were to find beneficial in the programme and in their own career development.
• Managed the Business Design Authority, created in order to allow a wide range of stakeholders a view of forthcoming designs. I also introduced more rigour into the programme through better governance and planning.
• Suggested that the client focus on pragmatic changes (those capable of being implemented with the existing systems in place) and create a catalogue of aspirational changes (those requiring larger technology changes.
This resulted in the client achieving 1st position in the SIM ranking tables for customer service from OFWAT in my final week with them. The client also had the start of a customer-focussed, technology-enabled roadmap for a longer-term transformation programme.
Design, Training, Customer service, Service, Technology, Implementation, Transformation, Development, Organization, Planning, Business Architecture
2016 - 2016
freelance
Business Architect /Programme Manager
London Borough Waltham Forest.
LBWF is one of the most challenged boroughs in the country, with significant social care pressures from issues of deprivation. Adult Social Care was in need of a large transformation to response to changing needs.
I managed Adult Social Care's Customer Journey, covering many diverse work-streams, timescales and multiple partnering organisations. I created a plan and vision for the way forwards, using a programme approach due to the number of loosely-related deliverables, dependencies on partners across domains, e.g. Childrens and Families, housing, corporate contact centres, finance, Clinical Commissioning Groups, GPs and acute foundation trusts, 3rd sector and other local authorities.
As the project manager, I ensured the timely and accurate delivery of ICT, process changes and organisational/team structure changes. I steered the project activities towards achieving service stabilisation across numerous services, while initiating long-term, parallel activities for transformation. Much of the service stabilisation was focussed on developing a common perspective of the current state of the service and previous changes. The parallel transformation streams were able to accept wider scope, including introduction of digital solutions, channel shift, rationalisation of ICT systems and redefining service team structures.
I managed the HR restructures on behalf of Adult Social Care, crossing into Childrens and Families where joint services were being created.
This resulted in the client having a monitored set of activities for short-term stabilisation in order to provide a steadier transformation the longer-term transformation. The client received plans and associated collateral for the more complete transformation agenda, including the execution of the first phase (initial restructure) and the initiation of the second phase (second restructure and technology adoption).
I managed Adult Social Care's Customer Journey, covering many diverse work-streams, timescales and multiple partnering organisations. I created a plan and vision for the way forwards, using a programme approach due to the number of loosely-related deliverables, dependencies on partners across domains, e.g. Childrens and Families, housing, corporate contact centres, finance, Clinical Commissioning Groups, GPs and acute foundation trusts, 3rd sector and other local authorities.
As the project manager, I ensured the timely and accurate delivery of ICT, process changes and organisational/team structure changes. I steered the project activities towards achieving service stabilisation across numerous services, while initiating long-term, parallel activities for transformation. Much of the service stabilisation was focussed on developing a common perspective of the current state of the service and previous changes. The parallel transformation streams were able to accept wider scope, including introduction of digital solutions, channel shift, rationalisation of ICT systems and redefining service team structures.
I managed the HR restructures on behalf of Adult Social Care, crossing into Childrens and Families where joint services were being created.
This resulted in the client having a monitored set of activities for short-term stabilisation in order to provide a steadier transformation the longer-term transformation. The client received plans and associated collateral for the more complete transformation agenda, including the execution of the first phase (initial restructure) and the initiation of the second phase (second restructure and technology adoption).
Project Manager, Finance, Service, Technology, Transformation, Manager, Social, Business Architecture
2014 - 2015
temp
Business Architect and Programme Manager
Tri-borough (Westminster City Council).
Tri-borough was a shared-service model across the 3 London boroughs of City of Westminster, Royal Borough of Kensington and Chelsea and the London Borough of Hammersmith and Fulham. The transformation programme had to integrate with several hospitals, 2 mental health trusts, several CCGs and a number of voluntary & independent sector organisations.
I was the Business Architect for the Adult Social Care Customer Journey, with a complex set of stakeholder and multiple work-streams at different stages of progress & deadlines.
• Convinced the executive to wider the scope of the programme to cover more of the £450m LA care spend, rather than solely the £20m of staffing cost, in order to provide a more holistic response through efficient delivery.
• Gained positive engagement from the previously disengaged teams by listening to them on their sites across the boroughs.
• Provided a strategic perspective to business change, guiding all changes towards an integrated whole. This involved mediating and negotiating between management consultancies and other change teams to align to a common vision.
• Drew stakeholders towards a unified strategy, by engaging service users, staff and parter organisations (e.g. district nurses and GPs) in designing a new Target Operating Model for the combined stakeholders.
• Initiated a design authority group that met monthly to review design changes to Adult Social Care operations.
• Created an interactive scenario-driven demand & capacity model covering all activities across social care
• Developed a change programme to deliver results in weeks and months rather than years to ensure that any changes were aligned with long-term, strategic aims.
This resulted in the executive and heads of service fully owning the transformation programme, along with team members understanding how they had influenced the changes. Multiple initiatives were implemented including: hospital discharges into the neighbouring boroughs complete with initial care/reablement package, a full discharge-to-assess & reablement model, practical 7-day working for hospital teams and more consistency in service provision across the boroughs.
I was the Business Architect for the Adult Social Care Customer Journey, with a complex set of stakeholder and multiple work-streams at different stages of progress & deadlines.
• Convinced the executive to wider the scope of the programme to cover more of the £450m LA care spend, rather than solely the £20m of staffing cost, in order to provide a more holistic response through efficient delivery.
• Gained positive engagement from the previously disengaged teams by listening to them on their sites across the boroughs.
• Provided a strategic perspective to business change, guiding all changes towards an integrated whole. This involved mediating and negotiating between management consultancies and other change teams to align to a common vision.
• Drew stakeholders towards a unified strategy, by engaging service users, staff and parter organisations (e.g. district nurses and GPs) in designing a new Target Operating Model for the combined stakeholders.
• Initiated a design authority group that met monthly to review design changes to Adult Social Care operations.
• Created an interactive scenario-driven demand & capacity model covering all activities across social care
• Developed a change programme to deliver results in weeks and months rather than years to ensure that any changes were aligned with long-term, strategic aims.
This resulted in the executive and heads of service fully owning the transformation programme, along with team members understanding how they had influenced the changes. Multiple initiatives were implemented including: hospital discharges into the neighbouring boroughs complete with initial care/reablement package, a full discharge-to-assess & reablement model, practical 7-day working for hospital teams and more consistency in service provision across the boroughs.
Design, Operations, Management, Service, Transformation, GPS, Health, Manager, Social
2010 - 2013
temp
Business Architect
Sheffield City Council.
SCC was undergoing significant budgetary cuts as a result of reduced funding to local authorities.
I was the Business Architect for the Communities portfolio, concentrating mainly on adult social care. I contributed to business cases and followed them through implementation.
• Designed & initiated a programme to make worker-led, technology-enabled changes, covering 300+ assessors, 1000+ care workers and improving the service for 10,000+ service users.
• Introduced new methods & tools in a manner appropriate for the authority, increasing acceptability by social workers, occupational therapists, care managers and their managers. This programme covered service improvement and implementation of supporting technologies such as EDRMS (Electronic Document and Records Management), Fax Gateways and mobile working with new tablets.
• Trained the team members in the specific programme requirements of them on their particular roles, reversing common power dynamics so that Business Analysts led the projects with Project Managers supporting them.
• Mentored team members in analytical techniques (e.g. facilitation, lean, prototyping, influencing, lean startup).
• Advised on potential changes to social care model and interpretation of personalisation into the business operation, from proposing new ways of working and associated processes to analysing proposals regardless.
• Listened to the teams and adapted the programme based on their feedback throughout.
• Brought a stalled 4-and-a-half year old EDRMS implementation round to deliver within 6 months of leading it part-time.
• Created the foundations for the discharge-to-assess model which was then adopted around the country.
The programme was successful; resulting in significant benefits by enabling social workers & care managers to move from completing 1 assessment in 6 months to a situation where the same employees were averaging 1.5 assessments per week. By the end of the programme, SCC had 200+ laptops/tablets in use by social workers for use during assessment visits where they were able to hand-write notes on the screen, ready to sync next time they were in range of a data signal.
The overall result was a reduction in the death rate for that city, and an improvement in the quality of service/care provided.
Previous contracts/engagements
I was the Business Architect for the Communities portfolio, concentrating mainly on adult social care. I contributed to business cases and followed them through implementation.
• Designed & initiated a programme to make worker-led, technology-enabled changes, covering 300+ assessors, 1000+ care workers and improving the service for 10,000+ service users.
• Introduced new methods & tools in a manner appropriate for the authority, increasing acceptability by social workers, occupational therapists, care managers and their managers. This programme covered service improvement and implementation of supporting technologies such as EDRMS (Electronic Document and Records Management), Fax Gateways and mobile working with new tablets.
• Trained the team members in the specific programme requirements of them on their particular roles, reversing common power dynamics so that Business Analysts led the projects with Project Managers supporting them.
• Mentored team members in analytical techniques (e.g. facilitation, lean, prototyping, influencing, lean startup).
• Advised on potential changes to social care model and interpretation of personalisation into the business operation, from proposing new ways of working and associated processes to analysing proposals regardless.
• Listened to the teams and adapted the programme based on their feedback throughout.
• Brought a stalled 4-and-a-half year old EDRMS implementation round to deliver within 6 months of leading it part-time.
• Created the foundations for the discharge-to-assess model which was then adopted around the country.
The programme was successful; resulting in significant benefits by enabling social workers & care managers to move from completing 1 assessment in 6 months to a situation where the same employees were averaging 1.5 assessments per week. By the end of the programme, SCC had 200+ laptops/tablets in use by social workers for use during assessment visits where they were able to hand-write notes on the screen, ready to sync next time they were in range of a data signal.
The overall result was a reduction in the death rate for that city, and an improvement in the quality of service/care provided.
Previous contracts/engagements
Prototyping, Contracts, Lean, Management, Lean startup, Service, Technology, It, Implementation, Business cases, Assessment, Power, Contracts, Processes, LED, Social
2008 - 2008
temp
Contract, Blackburn
Darwen Borough Council.
My education
1993
-
1996
University of Manchester Science and Technology
BSc, Computational Linguistics
BSc, Computational Linguistics
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