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→How do you plan to scale what every solution you find?
The closest thing to a mobility service we have found in government are the multiple Executive, or VIP services offered by individual departments. For an enterprise Mobility Service to be successful, many things would need to fall in place. This service would need to be delivered by a single department, who would have combined mandates across multiple service lines including staffing, HR, Accommodations, IT, Service desk, Pay, leave, etc etc etc. Currently many departments face barriers between these service lines within a single department. These issues, if unresolved, would just be magnified by the department that would be responsible for such a combined mandate. GCmobility feels that the issues around mobility need to be deeply understood and systematically solved for each service line. Not simply sequentially going through each service line and fixing issues, but doing so in parallel with many iterations and a HUG number of failures along the way. This is hard work and requires strong SHARED leadership. If an enterprise solution one day exists, it will be because the problems were solved at a smaller scale.
The closest thing to a mobility service we have found in government are the multiple Executive, or VIP services offered by individual departments. For an enterprise Mobility Service to be successful, many things would need to fall in place. This service would need to be delivered by a single department, who would have combined mandates across multiple service lines including staffing, HR, Accommodations, IT, Service desk, Pay, leave, etc etc etc. Currently many departments face barriers between these service lines within a single department. These issues, if unresolved, would just be magnified by the department that would be responsible for such a combined mandate. GCmobility feels that the issues around mobility need to be deeply understood and systematically solved for each service line. Not simply sequentially going through each service line and fixing issues, but doing so in parallel with many iterations and a HUG number of failures along the way. This is hard work and requires strong SHARED leadership. If an enterprise solution one day exists, it will be because the problems were solved at a smaller scale.
=== How do you plan to scale what every solution you find? ===
=== How do you plan to scale what ever solution you find? ===
By leveraging a partnership approach, we want to analyze issues of mobility between a small group of deputy heads. Mobility is not a solo sport, so no single department can solve it on their own. Also, there is no sense of disrupting over 100 government entities as we experiment, try, fail, learn, and build new solutions. GCmobility is aiming to work with at least 3 deputy heads of different departments. If three deputy heads can offer up leadership, resources, time and space to experiment on new mobility models then scaling occurs when we add the 4th deputy head and the solutions don't break. If they do then we need to experiment, fail, learn etc with 4 partner deputy heads and scale incrementally. Perhaps the solutions work for 5 departments but fail when we hit 10. Or maybe we can find solutions across science departments but solutions break with central agencies or those belonging to the security portfolio. In short, we won't know until we start small, and the smallest partnership size that makes sense is at least 3 and a max of 5 to start.
By leveraging a partnership approach, we want to analyze issues of mobility between a small group of deputy heads. Mobility is not a solo sport, so no single department can solve it on their own. Also, there is no sense of disrupting over 100 government entities as we experiment, try, fail, learn, and build new solutions. GCmobility is aiming to work with at least 3 deputy heads of different departments. If three deputy heads can offer up leadership, resources, time and space to experiment on new mobility models then scaling occurs when we add the 4th deputy head and the solutions don't break. If they do then we need to experiment, fail, learn etc with 4 partner deputy heads and scale incrementally. Perhaps the solutions work for 5 departments but fail when we hit 10. Or maybe we can find solutions across science departments but solutions break with central agencies or those belonging to the security portfolio. In short, we won't know until we start small, and the smallest partnership size that makes sense is at least 3 and a max of 5 to start.