digital transformation strategy of the organisation let’s
TRANSCRIPT
Let’s connect
Period 2019-2023
Version 1.0 September 2019
We thank all who have contributed to the elaboration of this strategy, particularly the steering
group members, the ICT staff members, Jean Vandeuren (ICT coordinator), Gijsbert Ooms
(Organisational Development service) and Bart Peeters (PWC). We also already strongly thank
all who will actively contribute to the successful implementation of this challenging strategy.
We count on you!
Jean Vandeuren Coordinator ICT service [email protected]
Gijsbert Ooms Programme manager [email protected]
Table of contents
1
Let’s connect Let’s connect stands for connecting with the innovating opportunities offered by digitisation,
for connecting with data that are useful to us, for connecting our applications one with the
other, and particularly for being better connected with each other and our partners.
Enabel stands on the verge of the digital transformation of its organisation, which must enable
our teams and partners to achieve more and better results. Together we will explore, adopt
and make use of these opportunities and challenges.
This document provides the strategic framework for the digital transformation of the
organisation. Digital for Development, which regards projects, is outside the scope of this
strategy, even though there is common ground.
The strategy is aligned with the objectives for the long term and the action principles of Enabel.
It provides clear direction, responds to opportunities and changes, builds upon strengths,
mobilises and connects staff, teams, partners and stakeholders.
This strategy is for the period 2019–2023; it is flexible enough to seize new opportunities that
may arise. The strategy results from a participatory process.
2
Background
New digital technologies create huge
opportunities but also bring about
challenges.
partners.
digital-savvy when facing quick-paced
mainly in Africa, and all of our 1,500
staff use applications and data.
We carry out assignments for various
donors with their own specific needs for
information.
organisation, which empowers its staff
and teams and which relies on
collaboration.
often an issue.
collaboration with local and
We are results-oriented and
knowledge and experiences.
disposes of a varied package of technical
skills but has only limited resources and
lacks some competences.
applications which are the cornerstones
of our digital system in which data are
central.
Digital for Development area.
we also find human contact important
and sometimes have a hard time with
change.
successful digital initiatives.
Strategic vision
By smart use of the opportunities offered by digitisation processes will run
much more smoothly. All will have good access to necessary data,
documents and applications in every location. Data will not just be available, but
also secure and usable in flexible reporting options.. Digitisation will significantly
facilitate collaboration and the sharing of information and knowledge.
Our staff will be digital-savvy. Staff members and teams can count on
professional digital service delivery. Proven digital innovations will
be explored and used and good practices, lessons learned and solutions will be
actively shared.
The digital transformation will enable staff, teams and partners to create
speed, gain time, reduce costs and above all create more value.
Thus, staff, teams and partners achieve more and better results. That is
our goal. With its digital transformation Enabel will also evolve into a modern
enterprise and become an inspiring actor in the digital ecosystem of the
Belgian development cooperation and the public sector.
4
Smooth processes
The strategic objectives of these pillars are:
The key processes run smoothly and efficiently thanks to integrated and performing digital systems
Pilot (project management), GO4HR (HR) and UBW (finances and procurement) are three of
the four cornerstone solutions of our digital system. They are agile and solid cloud solutions.
The basic package of these solutions will be implemented and integrated by mid-2020.
Excellent users support is a priority. In the coming years we will gradually further exploit the
opportunities offered by these solutions and optimise the applications in terms of integration,
simplification and user-friendliness. New solutions are integrated by means of reliable data
exchange. Future key digital projects are the digitisation of grants management and the
management of partnerships and expertise. Besides, much attention will go to digitising
simple work flows so digital and mobile-friendly becomes the standard whilst digitisation is
used to rethink the processes.
Each staff member has smooth and quick access to data,
documents and applications in every location
The ambition is to have all staff, from Belgium to the DR Congo, at the office, at home, on a
mission, on the bus or at a meeting, have smooth and quick access to data, documents and
applications that they need. To achieve this, firstly, much attention will go to improved
connectivity (internet access and improved speed of access). This is particularly a challenge in
some partner countries. But also at the office in Brussels and for homeworkers connectivity
must significantly improve.
The solutions of choice are cloud solutions. Every staff member will have a mobile phone with
internet access and useful apps and have or have access to a performing PC or laptop. Security
is an important point of attention. This strategic objective is of key importance to be able to
realise other objectives.
6
Useful data are readily available, usable and secure and reporting is flexible
Data are a valuable asset and are central to our digital system. More and better results require
information for decision-making and steering and to learn and share knowledge. Also
accountability and external communication require so. Useful data are available and usable for
users via a datawarehouse. The necessary reports will be available in the applications and the
users will be able by means of a flexible reporting tool to elaborate additional reports. Together
and as an organisation we will endeavour to increase and manage the quality of data. The ICT
service ensures secure data storage and transmission and together we create a secure ICT
environment.
We invest in the digital sharing and communicating of data on practices and results of our
actions and projects. And modern tools simplify data collection of concrete results in the field.
Another priority is transparency. We must think across organisational borders and
transparently communicate with the outside by means of open IATI reporting. IATI also
facilitates the digital exchange of information with donors and with implementing partners.
Digitisation will also be mainstreamed in other ways in external communication.
Staff members across the globe can collaborate smoothly with each
other and with others and share information and knowledge
Collaboration, communication, consultation, learning and sharing of information are all
required for achieving results. Modern means of communication are a major help in doing so.
Office365, the fourth cornerstone application of our organisation, is an excellent instrument to
do so. Consequently, further roll-out and optimal use of the various relevant apps are a
priority. Special attention will go to Teams. Office365 can then evolve within Enabel to become
a performing and inclusive collaboration platform and pleasant digital workplace. Also for
document management and internal communication the necessary digital efforts will be
made. Effective virtual meeting systems are another priority so meetings do not have to be
organised in a specific location. With a view of supporting continuous and flexible learning a
modern e-learning platform will be put in place.
7
Four transversal domains
In 2019–2023 we will also focus on the following four priority transversal action domains:
Everybody digital-
Staff of Enabel are digital-savvy
We live in a digital world. We will have to adapt. For everybody in the organisation to be
digital-savvy, we will firstly target user-friendly applications. Next, we will invest the necessary
time and resources in training and at the same time use digital tools for doing so. Users will be
assisted and supported where needed. Communities of practice will be put in place internally
for the various applications so that users can help each other. Internal Digital Ninjas will
stimulate and support colleagues and improve digital practices within Enabel. We expect staff
members to be open and to dare give up familiar ways of working. Everyone must also have the
necessary discipline to correctly use applications and data and commit to certain digital
etiquette rules.
Proud staff deliver professional services to internal clients
Four years from now, most internal clients say: ‘Service delivery is great!’, ‘They come up with
solutions.’, ‘Your demands are immediately addressed.’… And the internal service providers will
be rightly proud of the useful contribution they make. Services will be delivered by a Digital
Services Hub, which operates as an internal enterprise and offers a catalogue of services. The
services are offered via a professional online platform. The ICT service acts as a proactive
provider of solutions from idea to support. The solutions can be offered directly or via external
professional and reliable partners. Also expanded self-service and the sharing of good
practices are among our ambitions. Service delivery is not enough; also after-sales service must
be of high quality. The satisfaction of our internal clients will be systematically measured. A top
priority is the expansion and organisation of support to the field regarding the IT infrastructure
as well as the applications and data.
9
Enabel follows digital innovation
The opportunities offered today by digital innovation did not exist a few years ago. New
opportunities will arise. That is why we keep a finger on the pulse. We are open to innovation
and want to test new solutions but we must remain modest too in our ambitions. That is why
we will focus on innovations that have been proven elsewhere and apply these in our context
and organisation. In view of exploring the opportunities offered by digital innovation, we will
look for inspiration from organisations within our digital ecosystem, work with digital
explorers, put in place an external advisory board, ensure active cross-pollination with D4D
and Wehubit and finally test-run small pilot projects. The innovation which we will target in a
first phase is blockchain for smart contracts and robotic desktop automation.
Good practices, lessons learned and solutions are actively shared within the public sector and with Belgian NGOs
What are the good practices and lessons learned of other public instances and of Belgian
NGOs? We want to learn from other organisations about their way of working and their
solutions. We also want to actively share our own good practices and lessons learned. In
addition, we look for opportunities to share solutions and to achieve economies of scale and
synergies, for instance, sharing Pilot with NGOs, jointly developing sector applications or
sharing connectivity solutions. The scope of ambition for this strategy period is the public
sector and Belgian NGOs. We particularly want to be recognised within the Belgian
development cooperation as an inspiring organisation with regards to digital transformation.
We plan to organise conferences on digital transformation and endeavour to have won a
‘digital transformation’ prize awarded by an outside instance by the end of 2022.
Sharing will be two-ways with Enabel’s Digital for Development (D4D) initiatives.
10
Human-centred Digitisation is not a mechanical process. Digital solutions and
services are designed, implemented and improved with the users.
Open-minded We are open to digital innovation and alternative solutions and
new practices.
Agile We opt for agile solutions. Also the global digital system must be
flexible and evolving. And we preferably use ‘agile’ work methods.
Proactive We know the needs of the clients. We proactively propose usable
solutions and are involved from the start.
Buy and adopt
We prefer opting for purchasing rather than building or having
solutions built that can be easily integrated. And we adapt our
processes.
The departments are responsible for the functionalities of their
applications and the quality of data. The ICT service is a support
service.
Secure We ensure that our systems and data are secure and we respect
confidentiality.
strong leverage to simplification.
Efficiency We try to achieve a major impact with limited resources by doing
the right things right and by being creative.
Added value Digital projects provide a clear view of benefits and costs. These
are monitored and communicated.
11
Stakeholders
All staff members of Enabel use digital applications and data and must be able to access
them. They collaborate and communicate with each other and external parties.
The projects and offices in the field use digital applications and data for management
purposes. Good connectivity is of key importance in this matter.
The Brussels departments have the same needs as the field. They also need support with
designing and/or implementing digital solutions serving the organisation.
The partners and external experts work with us and share information.
We can jointly put in place digital initiatives with other development cooperation sector
organisations and within the public sector and share good practices and lessons learned.
The federal government provides a framework as well as support.
Critical success factors
The main critical success factors in implementing the strategy are:
Clear priority setting and gradual implementation;
Professional change management with sufficient attention for communication about the
added value, training and support;
Expansion and deepening of internal key competences required for digital transformation;
Clear roles and responsibilities and strong commitment of the management;
Appropriate risk management
Digital Services Hub – Committed to Connect
A Digital Services Hub is put in place at Enabel. A ‘Hub’ is a node of a network. For its activities
and service delivery to various clients the Digital Services Hub indeed actively uses a network
of external as well as internal partners. The hub consists of four components: ‘Smooth
processes’, ‘Connectivity’, ‘Data’ and ‘Collaboration’.
The Digital Services Hub comprises the ICT service, the managers of the various applications
and the ICT staff members in the field. Responsibilities within the ICT service are distributed
accordingly.
The external partners which the hub can rely on are:
SMALS, the common ICT organisation of the Belgian government (including its framework
contracts)
Federal Public Service Policy and Support (BOSA), DG Digital Transformation
Providers of cornerstone applications
Providers of solutions (e.g. Intranet) and expertise (e.g. strategic support)
Local service providers from countries where Enabel operates
Other organisations having faced or facing similar challenges
For the fourth and fifth groups the network of reliable external partners must be further
developed.
The departments that are the owner of an application
The Learning and Development service
The shared services hubs in partner countries
For the support and optimisation of solutions the Digital Services Hub will also rely on input of
the communities of practice. And it will mobilise an internal group of Digital Ninjas. Finally, the
Digital Services Hub evolves in an ecosystem of potential inspiring partners and organisations
facing similar challenges. We will be agile and proactive in using that ecosystem.
13
The Digital Services Hub primarily delivers services to internal clients. Since Enabel works with
partners and external experts, part of service delivery will also benefit them, like for instance an
online collaboration platform or the exchange of data. Also the sharing of good practices,
lessons learned and solutions targets other organisations.
The Digital Services Hub, including the ICT service, will concentrate on new core tasks that
emanate from service delivery provided, which implies that other activities such as the
management of infrastructure will be reduced.
14
Programme Digital transformation of the organisation
To implement this strategy a ‘Digital transformation of the organisation’ change programme
has been launched. The multidisciplinary steering group chaired by the Director of Finances &
IT is responsible for the translation of this strategy into concrete projects. Every year an action
plan is elaborated. New projects and subsequent phases are approved by the steering group.
The project managers are fully empowered for delivering results and for change management;
they are supported by the Digital transformation programme manager. The steering group will
also monitor the realised benefits and ensure that the approach and solutions are coherent
and aligned with other programmes.
Continuous alignment between the Digital Services Hub (= operational) and the programme (=
change projects) is ensured.
Capacity Building
To allow for service delivery and the achievement of this strategy, we must invest in the
necessary digital capacity. We must build new key competences regarding collaborative tools,
data management, integration of solutions and user experience but also competences such as
agile project management, change management and intrapreneurship. Other competences
such as IT governance and provider contract management must be further developed. To
ensure continuous improvement periodic COBIT audits will be conducted. This provides a
framework under which an IT organisation can be effectively and efficiently put in place.
15
Budget
The table below is indicative for the budget impact of the digital transformation in terms of
costs:
SAAS solutions 500,000 € 200,000 € 300,000 €
IAAS solutions 50,000 € 50,000 € -
Local service providers 50,000 € 50,000 € Provisional
Others 100,000 € 100,000 € -
Improvement projects 200,000 € 200,000 € -
Training 150,000 € 50,000 € 100,000 €
Hardware 150,000 € 150,000 € Provisional
* 8 VTE service ICT, 4 VTE application managers from different departments, 5 VTE local ICT support
With a view of controlling costs, we will simplify processes firstly and furthermore adapt to
existing applications, work with other organisations and annually set clear priorities.
As part of Enabel’s overall budget elaboration an annual budget will be earmarked for digital
transformation.
16
The architecture has four cornerstone applications: Pilot, UBW, GO4HR and Office365. The
datawarehouse is the central element. All other applications are put in place around these
elements and integrated with reliable and smooth data exchange.
UBW
OFFICE365
GO4HR
PILOT
DATA
Smooth processes
Support cornerstone applications
Optimise applications
Improve connectivity in other countries
Optimise connectivity Belgium
Supply performing PCs / laptops
Ensure data management and data quality
Improve data security
Data collection results field
Collaboration
Teams
Organise training
Provide assistance
Put in place Communities of practice
Use Digital Ninjas
Professional service delivery
Elaborate services catalogue
Service delivery field
Expand self-service
Innovate
Share
Sharing of solutions
Digital transformation prize
Digital Services Hub
Determine roles and responsibilities
Develop core competences
Period 2019-2023
Version 1.0 September 2019
We thank all who have contributed to the elaboration of this strategy, particularly the steering
group members, the ICT staff members, Jean Vandeuren (ICT coordinator), Gijsbert Ooms
(Organisational Development service) and Bart Peeters (PWC). We also already strongly thank
all who will actively contribute to the successful implementation of this challenging strategy.
We count on you!
Jean Vandeuren Coordinator ICT service [email protected]
Gijsbert Ooms Programme manager [email protected]
Table of contents
1
Let’s connect Let’s connect stands for connecting with the innovating opportunities offered by digitisation,
for connecting with data that are useful to us, for connecting our applications one with the
other, and particularly for being better connected with each other and our partners.
Enabel stands on the verge of the digital transformation of its organisation, which must enable
our teams and partners to achieve more and better results. Together we will explore, adopt
and make use of these opportunities and challenges.
This document provides the strategic framework for the digital transformation of the
organisation. Digital for Development, which regards projects, is outside the scope of this
strategy, even though there is common ground.
The strategy is aligned with the objectives for the long term and the action principles of Enabel.
It provides clear direction, responds to opportunities and changes, builds upon strengths,
mobilises and connects staff, teams, partners and stakeholders.
This strategy is for the period 2019–2023; it is flexible enough to seize new opportunities that
may arise. The strategy results from a participatory process.
2
Background
New digital technologies create huge
opportunities but also bring about
challenges.
partners.
digital-savvy when facing quick-paced
mainly in Africa, and all of our 1,500
staff use applications and data.
We carry out assignments for various
donors with their own specific needs for
information.
organisation, which empowers its staff
and teams and which relies on
collaboration.
often an issue.
collaboration with local and
We are results-oriented and
knowledge and experiences.
disposes of a varied package of technical
skills but has only limited resources and
lacks some competences.
applications which are the cornerstones
of our digital system in which data are
central.
Digital for Development area.
we also find human contact important
and sometimes have a hard time with
change.
successful digital initiatives.
Strategic vision
By smart use of the opportunities offered by digitisation processes will run
much more smoothly. All will have good access to necessary data,
documents and applications in every location. Data will not just be available, but
also secure and usable in flexible reporting options.. Digitisation will significantly
facilitate collaboration and the sharing of information and knowledge.
Our staff will be digital-savvy. Staff members and teams can count on
professional digital service delivery. Proven digital innovations will
be explored and used and good practices, lessons learned and solutions will be
actively shared.
The digital transformation will enable staff, teams and partners to create
speed, gain time, reduce costs and above all create more value.
Thus, staff, teams and partners achieve more and better results. That is
our goal. With its digital transformation Enabel will also evolve into a modern
enterprise and become an inspiring actor in the digital ecosystem of the
Belgian development cooperation and the public sector.
4
Smooth processes
The strategic objectives of these pillars are:
The key processes run smoothly and efficiently thanks to integrated and performing digital systems
Pilot (project management), GO4HR (HR) and UBW (finances and procurement) are three of
the four cornerstone solutions of our digital system. They are agile and solid cloud solutions.
The basic package of these solutions will be implemented and integrated by mid-2020.
Excellent users support is a priority. In the coming years we will gradually further exploit the
opportunities offered by these solutions and optimise the applications in terms of integration,
simplification and user-friendliness. New solutions are integrated by means of reliable data
exchange. Future key digital projects are the digitisation of grants management and the
management of partnerships and expertise. Besides, much attention will go to digitising
simple work flows so digital and mobile-friendly becomes the standard whilst digitisation is
used to rethink the processes.
Each staff member has smooth and quick access to data,
documents and applications in every location
The ambition is to have all staff, from Belgium to the DR Congo, at the office, at home, on a
mission, on the bus or at a meeting, have smooth and quick access to data, documents and
applications that they need. To achieve this, firstly, much attention will go to improved
connectivity (internet access and improved speed of access). This is particularly a challenge in
some partner countries. But also at the office in Brussels and for homeworkers connectivity
must significantly improve.
The solutions of choice are cloud solutions. Every staff member will have a mobile phone with
internet access and useful apps and have or have access to a performing PC or laptop. Security
is an important point of attention. This strategic objective is of key importance to be able to
realise other objectives.
6
Useful data are readily available, usable and secure and reporting is flexible
Data are a valuable asset and are central to our digital system. More and better results require
information for decision-making and steering and to learn and share knowledge. Also
accountability and external communication require so. Useful data are available and usable for
users via a datawarehouse. The necessary reports will be available in the applications and the
users will be able by means of a flexible reporting tool to elaborate additional reports. Together
and as an organisation we will endeavour to increase and manage the quality of data. The ICT
service ensures secure data storage and transmission and together we create a secure ICT
environment.
We invest in the digital sharing and communicating of data on practices and results of our
actions and projects. And modern tools simplify data collection of concrete results in the field.
Another priority is transparency. We must think across organisational borders and
transparently communicate with the outside by means of open IATI reporting. IATI also
facilitates the digital exchange of information with donors and with implementing partners.
Digitisation will also be mainstreamed in other ways in external communication.
Staff members across the globe can collaborate smoothly with each
other and with others and share information and knowledge
Collaboration, communication, consultation, learning and sharing of information are all
required for achieving results. Modern means of communication are a major help in doing so.
Office365, the fourth cornerstone application of our organisation, is an excellent instrument to
do so. Consequently, further roll-out and optimal use of the various relevant apps are a
priority. Special attention will go to Teams. Office365 can then evolve within Enabel to become
a performing and inclusive collaboration platform and pleasant digital workplace. Also for
document management and internal communication the necessary digital efforts will be
made. Effective virtual meeting systems are another priority so meetings do not have to be
organised in a specific location. With a view of supporting continuous and flexible learning a
modern e-learning platform will be put in place.
7
Four transversal domains
In 2019–2023 we will also focus on the following four priority transversal action domains:
Everybody digital-
Staff of Enabel are digital-savvy
We live in a digital world. We will have to adapt. For everybody in the organisation to be
digital-savvy, we will firstly target user-friendly applications. Next, we will invest the necessary
time and resources in training and at the same time use digital tools for doing so. Users will be
assisted and supported where needed. Communities of practice will be put in place internally
for the various applications so that users can help each other. Internal Digital Ninjas will
stimulate and support colleagues and improve digital practices within Enabel. We expect staff
members to be open and to dare give up familiar ways of working. Everyone must also have the
necessary discipline to correctly use applications and data and commit to certain digital
etiquette rules.
Proud staff deliver professional services to internal clients
Four years from now, most internal clients say: ‘Service delivery is great!’, ‘They come up with
solutions.’, ‘Your demands are immediately addressed.’… And the internal service providers will
be rightly proud of the useful contribution they make. Services will be delivered by a Digital
Services Hub, which operates as an internal enterprise and offers a catalogue of services. The
services are offered via a professional online platform. The ICT service acts as a proactive
provider of solutions from idea to support. The solutions can be offered directly or via external
professional and reliable partners. Also expanded self-service and the sharing of good
practices are among our ambitions. Service delivery is not enough; also after-sales service must
be of high quality. The satisfaction of our internal clients will be systematically measured. A top
priority is the expansion and organisation of support to the field regarding the IT infrastructure
as well as the applications and data.
9
Enabel follows digital innovation
The opportunities offered today by digital innovation did not exist a few years ago. New
opportunities will arise. That is why we keep a finger on the pulse. We are open to innovation
and want to test new solutions but we must remain modest too in our ambitions. That is why
we will focus on innovations that have been proven elsewhere and apply these in our context
and organisation. In view of exploring the opportunities offered by digital innovation, we will
look for inspiration from organisations within our digital ecosystem, work with digital
explorers, put in place an external advisory board, ensure active cross-pollination with D4D
and Wehubit and finally test-run small pilot projects. The innovation which we will target in a
first phase is blockchain for smart contracts and robotic desktop automation.
Good practices, lessons learned and solutions are actively shared within the public sector and with Belgian NGOs
What are the good practices and lessons learned of other public instances and of Belgian
NGOs? We want to learn from other organisations about their way of working and their
solutions. We also want to actively share our own good practices and lessons learned. In
addition, we look for opportunities to share solutions and to achieve economies of scale and
synergies, for instance, sharing Pilot with NGOs, jointly developing sector applications or
sharing connectivity solutions. The scope of ambition for this strategy period is the public
sector and Belgian NGOs. We particularly want to be recognised within the Belgian
development cooperation as an inspiring organisation with regards to digital transformation.
We plan to organise conferences on digital transformation and endeavour to have won a
‘digital transformation’ prize awarded by an outside instance by the end of 2022.
Sharing will be two-ways with Enabel’s Digital for Development (D4D) initiatives.
10
Human-centred Digitisation is not a mechanical process. Digital solutions and
services are designed, implemented and improved with the users.
Open-minded We are open to digital innovation and alternative solutions and
new practices.
Agile We opt for agile solutions. Also the global digital system must be
flexible and evolving. And we preferably use ‘agile’ work methods.
Proactive We know the needs of the clients. We proactively propose usable
solutions and are involved from the start.
Buy and adopt
We prefer opting for purchasing rather than building or having
solutions built that can be easily integrated. And we adapt our
processes.
The departments are responsible for the functionalities of their
applications and the quality of data. The ICT service is a support
service.
Secure We ensure that our systems and data are secure and we respect
confidentiality.
strong leverage to simplification.
Efficiency We try to achieve a major impact with limited resources by doing
the right things right and by being creative.
Added value Digital projects provide a clear view of benefits and costs. These
are monitored and communicated.
11
Stakeholders
All staff members of Enabel use digital applications and data and must be able to access
them. They collaborate and communicate with each other and external parties.
The projects and offices in the field use digital applications and data for management
purposes. Good connectivity is of key importance in this matter.
The Brussels departments have the same needs as the field. They also need support with
designing and/or implementing digital solutions serving the organisation.
The partners and external experts work with us and share information.
We can jointly put in place digital initiatives with other development cooperation sector
organisations and within the public sector and share good practices and lessons learned.
The federal government provides a framework as well as support.
Critical success factors
The main critical success factors in implementing the strategy are:
Clear priority setting and gradual implementation;
Professional change management with sufficient attention for communication about the
added value, training and support;
Expansion and deepening of internal key competences required for digital transformation;
Clear roles and responsibilities and strong commitment of the management;
Appropriate risk management
Digital Services Hub – Committed to Connect
A Digital Services Hub is put in place at Enabel. A ‘Hub’ is a node of a network. For its activities
and service delivery to various clients the Digital Services Hub indeed actively uses a network
of external as well as internal partners. The hub consists of four components: ‘Smooth
processes’, ‘Connectivity’, ‘Data’ and ‘Collaboration’.
The Digital Services Hub comprises the ICT service, the managers of the various applications
and the ICT staff members in the field. Responsibilities within the ICT service are distributed
accordingly.
The external partners which the hub can rely on are:
SMALS, the common ICT organisation of the Belgian government (including its framework
contracts)
Federal Public Service Policy and Support (BOSA), DG Digital Transformation
Providers of cornerstone applications
Providers of solutions (e.g. Intranet) and expertise (e.g. strategic support)
Local service providers from countries where Enabel operates
Other organisations having faced or facing similar challenges
For the fourth and fifth groups the network of reliable external partners must be further
developed.
The departments that are the owner of an application
The Learning and Development service
The shared services hubs in partner countries
For the support and optimisation of solutions the Digital Services Hub will also rely on input of
the communities of practice. And it will mobilise an internal group of Digital Ninjas. Finally, the
Digital Services Hub evolves in an ecosystem of potential inspiring partners and organisations
facing similar challenges. We will be agile and proactive in using that ecosystem.
13
The Digital Services Hub primarily delivers services to internal clients. Since Enabel works with
partners and external experts, part of service delivery will also benefit them, like for instance an
online collaboration platform or the exchange of data. Also the sharing of good practices,
lessons learned and solutions targets other organisations.
The Digital Services Hub, including the ICT service, will concentrate on new core tasks that
emanate from service delivery provided, which implies that other activities such as the
management of infrastructure will be reduced.
14
Programme Digital transformation of the organisation
To implement this strategy a ‘Digital transformation of the organisation’ change programme
has been launched. The multidisciplinary steering group chaired by the Director of Finances &
IT is responsible for the translation of this strategy into concrete projects. Every year an action
plan is elaborated. New projects and subsequent phases are approved by the steering group.
The project managers are fully empowered for delivering results and for change management;
they are supported by the Digital transformation programme manager. The steering group will
also monitor the realised benefits and ensure that the approach and solutions are coherent
and aligned with other programmes.
Continuous alignment between the Digital Services Hub (= operational) and the programme (=
change projects) is ensured.
Capacity Building
To allow for service delivery and the achievement of this strategy, we must invest in the
necessary digital capacity. We must build new key competences regarding collaborative tools,
data management, integration of solutions and user experience but also competences such as
agile project management, change management and intrapreneurship. Other competences
such as IT governance and provider contract management must be further developed. To
ensure continuous improvement periodic COBIT audits will be conducted. This provides a
framework under which an IT organisation can be effectively and efficiently put in place.
15
Budget
The table below is indicative for the budget impact of the digital transformation in terms of
costs:
SAAS solutions 500,000 € 200,000 € 300,000 €
IAAS solutions 50,000 € 50,000 € -
Local service providers 50,000 € 50,000 € Provisional
Others 100,000 € 100,000 € -
Improvement projects 200,000 € 200,000 € -
Training 150,000 € 50,000 € 100,000 €
Hardware 150,000 € 150,000 € Provisional
* 8 VTE service ICT, 4 VTE application managers from different departments, 5 VTE local ICT support
With a view of controlling costs, we will simplify processes firstly and furthermore adapt to
existing applications, work with other organisations and annually set clear priorities.
As part of Enabel’s overall budget elaboration an annual budget will be earmarked for digital
transformation.
16
The architecture has four cornerstone applications: Pilot, UBW, GO4HR and Office365. The
datawarehouse is the central element. All other applications are put in place around these
elements and integrated with reliable and smooth data exchange.
UBW
OFFICE365
GO4HR
PILOT
DATA
Smooth processes
Support cornerstone applications
Optimise applications
Improve connectivity in other countries
Optimise connectivity Belgium
Supply performing PCs / laptops
Ensure data management and data quality
Improve data security
Data collection results field
Collaboration
Teams
Organise training
Provide assistance
Put in place Communities of practice
Use Digital Ninjas
Professional service delivery
Elaborate services catalogue
Service delivery field
Expand self-service
Innovate
Share
Sharing of solutions
Digital transformation prize
Digital Services Hub
Determine roles and responsibilities
Develop core competences