OUR DIGITAL JOURNEY: HOW WE DIGITIZED AND CHANGED OUR AGENCY

W IT H BE TI N A H A G E RU P (C EO)

Introduction to Erhvervsstyrelsen

Starting point of our digital journey

The transformation of our organization

Content

We govern the framework conditions for Danish businesses.

Responsibilities:

R E G I S T R AT I O N O F C O M PA N I E S

B U S I N E S S R E G U L A T I O N A N D S U P E R V I S I O N

B U S I N E S S D E V E L O P M E N T

I N T E R N A T I O N A L R E L A T I O N S

Danish Business Authority employs 650 people and is organized as an agency under the Ministry of Business and Growth.

WHAT WE DO: MAKING IT EASIER TODO BUSINESS IN DENMARK

W O R L D B A N K : “ E A S E O F D O I N G B U S I N E S S ” 2 0 1 5T O P 1 0 C O U N T R I E S

1 2 5 6 7 8 9 10

Hong Kong

3 4

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IT IS ESSENTIAL TO OUR WORK – SIMILAR TO THE REST OF DANISH PUBLIC SECTOR

Source: Gartner (Global IT spending by vertical, Q1 2015)

2128305052

6972

103112121126

160

190204210

224251

345

391

Irela

nd

Aust

ria

Spai

n

Italy

Fran

ce

Swed

en

Belg

ium

Germ

any

Pola

nd

Gree

ce

Hung

ary

Port

ugal

Czec

h Re

publ

ic

Nor

way

Finl

and

Switz

erla

nd

Net

herla

nds

Grea

t Brit

ain

Denm

ark

Public sector’s IT expenditure1 per capita, EUR in 2014

1 IT expenditure includes internal services, software, external IT services, and data centers. Expenditures related to telecommunication and devices are not included.

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HARD-WIRED AND INFLEXIBLE LEGACY ITPAPER-BASED

INTROVERT

OUR STARTING POINT

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M O D E R N I Z AT I ON P R O G R A M

▪ From 14 to 1 registration systems

▪ Digitizing our customer service

▪ Changing the agency

WHY WE NEEDED TO DIGITIZE

S I T U AT I O N

2 0 0 9N E E D T O M O D E R N I Z E I T

Difficult to meet new digital customer demands

Difficult to implement changes to

comply with law changes

Inefficient operations

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TODAY WE ARE A VERY DIFFERENT ORGANIZATION

1. Organization focused on cases and inwards

2. Limited ability to change

3. L E G A C Y I T and traditional IT development organization

2009

1. C U S TO M E R - C E N T R I C A N D M O D E R N S E R V I C E O R G A N I Z AT I O N focused on educated case handling

2. Created a D I G I TA L B U S I N E S S D E V E L O P M E N T model

3. M O D E R N I T P L AT F O R M and agile development organization

2015

1. C U S T O M E R C E N T R I C & D I G I TA L S O L U T I O N S based on a stable and constantly evolving platform

2. A G I L E C U LT U R E with a focus on C O N T I N U O U S I M P R O V E M E N T S

3. D ATA D R I V E N insights and ” D I G I TA L” L A W S , R E G U L AT I O N A N D P R O C E S S

2017

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MORE CUSTOMER-FOCUSED BY IT AND BUSINESS WORKING TOGETHER

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O U R N O R T H S TA RA C U S T O M E R C E N T R I C V I S I O N

V I S I O N F O R T H E P R O G R A MWe are an EFFECTIVE AND FLEXIBLE SERVICE-ORIENTED authority

that creates simplicity and added value for customers and society

SIMPLICITY (in solutions)

RELEVANCE (for the clients)

CONSISTENCY(in data and process)

I N E V E R Y T H I N G W E D O – T H E E X T R A M I L E F O R T H E C L I E N T .

TRUST(all the way through the journey)

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WE HAVE CREATED A DIGITAL BUSINESS DEVELOPMENT MODEL

A S T R O N G F O U N D AT I O N

AN EFFECTIVE PROJECT & COOPERATION MODEL

Customer-centric vision aligning business & IT

Architecture supporting gradual change

Strong governance & swift decision-making

Roadmap of manageable projects

A culture of trust

Multi-vendor set-up & outsourcing

Agile organization & processes

2

3

4

1

7

6

5

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OUR NEW SOLUTION IS CUSTOMER-CENTRIC, DIGITAL AND SIMPLE

O N E S O L U T I O N U S E D B Y C U S T O M E R S & E R S T

E N A B L I N G :

Handling ~ 440.000 registrationsand 3,9 million filings annually and ~14.000 service calls monthly

COMPANY REGISTRATION

COMPANY DATA MAINTENANCE

CONTROL & SUPERVISION

COMPANY DATA ANALYSIS

COMPANY DATA DISTRIBUTION

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THROUGH DIGITAL WE HAVE IMPROVED CUSTOMER SERVICE AND IMPROVED OUR INTERNAL EFFICIENCY

50,5

2011

-90%

2015

5

16

2015

-69%

2009

...significant streamlining of the average processing time

…user friendly solutions have reduced the internal training time and increased employee flexibility

N U M B E R O F M I N U T E S P E R R E G I S T R AT I O N

T R A I N I N G T I M E I N M O N T H S

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WE HAVE IMPROVED OUR ABILITY TO DO IT PROJECTS

Before Today

IT PRODUCTIVITY 1

1 Average of productivity increase across several measures, e.g. cost per user case, hours per user case, function points per man month and lines of code per user story

2 ERST is in terms of function points per man month above the public sector benchmark

MODERN IT PLATFORM

Compared to the rest of the public sector, we are doing fairly well2

60%

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KEY SUCCESS INGREDIENTS

C R E A T E A T R U S T - B A S E D R E L A T I O N S H I P W I T H P A R T N E R S

E M P O W E R E M P L O Y E E S T O M A K E D E C I S I O N S

E X P E R I M E N T A N D A C C E P T T H A T Y O U W I L L O F T E N F A I L ( T H E F I R S T T I M E )

TRUST AND LEARNING

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GETTING HERE HAS BEEN A JOURNEY… NOT A

STRAIGHT LINE

WHEN WE STARTED THE PROGRAM, WE DIDN’T KNOW HOW TO DO IT… WE LEARNED THIS ALONG THE WAY, E.G. BY INTRODUCING AGILE