Most organisations achieve better outcomes from the efforts of multidisciplinary teams – energised, diverse groups of people with a broad background. They tackle the tough problems with creativity, passion and at pace. That’s why we bring together teams of analysts, technicians, business leaders and curious minds to offer solutions to the most complex challenges. Solutions that ensure you stay relevant in the Digital Age.
We can help you build the right digital service DNA throughout your organisation and create the conditions for a focused, fast-paced, user-centric delivery culture. We believe that delivery is the best way to discover and refine your digital business strategy. Here’s how our Digital Advisory team can help you:
We draw on the following techniques to guide you:
Design principle workshops, capability acceleration, portfolio reviews, governance design, holistic roadmaps, organisation co-design and cultural API definition.
As Corporate Partner in the launch year of the Digital Leaders Network NZ (DLNZ), Assurity is an integral part of the bid to help leaders in New Zealand’s public and private sectors create sustainable digital transformation.
Meeting the demands and expectations of ongoing digital transformation is now a core function of efficient and effective government, industry and civil society. We recognise the importance of developing an overarching, cross-sector, strategic vision for digital transformation, drawing upon the rich spectrum of expertise, experiences and perspectives from all sectors. The DLNZ programme is specifically designed to enable senior decision makers across all sectors to engage with the strategic implications of digital technologies in the context of future policy-making and innovative service delivery.
The aim of all our services is to help you deliver better – through Better Testing, our Education courses or one of our other services.
To deliver constantly improving digital services that end users or customers love and have conversations about is a great achievement and something to be immensely proud of. To do that and look at what might happen next in your market and be ready to disrupt yourselves with a radically new product or business model is the real peak of digital business performance.
Some organisations are born digital. For them, it’s not a case of needing to transform themselves from a pre-existing, non-digital state, but to focus on the essential parts of being digital. More
With Innovation sounding like a great idea, we’d all support it within our organisations. Staff want to know they’re supported in being creative and looking for innovative ways forward. It’s a no-brainer in many ways, but to create the conditions for innovation to become part of the new ‘business as usual’ takes framing and sponsorship.
We see patterns of adoption of innovation methods that create real change. We also see anti-patterns where innovation is a spike of excitement and activity and brings little ongoing change. More
Organisations that deliver excellent digital services have generally achieved a high degree of business Responsiveness that enables them to turn on a dime. They also truly understand the Relevance of their current offering for its audience, while also being able to Innovate to imagine a future state and disrupt their business model before their competitors.
Responsiveness runs deepSome organisations are born digital and find these three aspects a natural state of being. For other pre-digital organisations, they’re likely to need to undertake some level of transformation to get there. In either case, responsiveness is a fundamental enabling part of the picture. More
26 April 2016
Culture change is one of the heavy rocks we need to lift to change an existing organisation. It’s quite shapeless as rocks go, maybe more like a partially tied sack of gravel. But it’s what we all know the ideal state is delivered from. What people do and how they go about doing it with each other. Very human, very personal. Not a process or organisational structure. Something we need to create the right conditions for. Not something we can generate, specify or mandate.
For many organisational transformations (could be Agile, could be digital, it really doesn’t matter), leadership rightly identifies culture as a critical aspect to care for. It must be nurtured so it allows the right kinds of new behaviours and ownership for all staff to flourish. More