1. UK Public Services 2016
December 2013

2. The “Journey to Success” tells the story of how we must transform our UKPS business to enable us to be the UK Government’s leading policy enabler.

3. and play to win UK Public Services 2016
We need to get our house in order
and play to win

4. UK Public Services 2016
Impress our Clients How can we help? We need to impress our clients, because they are our route to growth. By working as OneHP, our clients will benefit from a simplified engagement model; they will get to know and trust the people in HP who have a deep interest in making their lives successful; in short they will be impressed by their HP friends who will consistently provide insightful recommendations and solutions, more transparency regarding the costs and benefits and will coordinate all of the elements that the HP portfolio has to offer.
By collating the intelligence we gain from all our Public Sector clients we do expect to be fully in tune with their own thinking and it will also help us to continually refine our own business strategy. In turn we will have more informed conversations with existing and new clients, a better understanding of their issues and how the New Style of IT can deliver the solutions they need. Together, we will deliver affordable solutions to achieve better value for the taxpayers’ money

5. UK Public Services 2016
Innovate and Win What are the opportunities? Whilst we are already a leader in much of the public sector market, these are challenging times for both HP and our clients. We need to innovate and win in order to maintain and protect our position. We can leverage resources from across HP to develop and capitalise on our existing strengths and drive growth in our new strategic focus areas: Cloud, Security, Big Data and Mobility.
By developing market leading Portfolio and Framework offerings HP will be utilising our strength in a coherent and aligned way to allow us to cater for the needs of large structural accounts, whilst adding the capacity to sell a complete portfolio solution to new UK Public Sector customers. The breadth of portfolio means we are always able to adapt and put the needs of the customer first.
And we will adapt our sales processes to enable us to be more agile and responsive as more public services procurements are conducted using Frameworks and we need to respond to large numbers of small opportunities rather than a smaller number of large ones.

6. UK Public Services 2016
Change the Narrative What has changed? Public Sector austerity has led to large cuts in client budgets. Suppliers like HP are expected to share the pain and help government live within its means. Senior civil servants are seeking greater transparency and are making public statements about excess supplier profits to support their narrative. New government players plan to insource work to a new government body, mandating a strategy to move away from outsourcers to multi-sourcing, insourcing and SMEs.
It is our aim to be UK Public Services’ best policy enabler. In order for us to achieve this we must work much more closely with the key stakeholders within the Government to demonstrate that we understand their and the UK’s position, that we are responding to their requirements around openness, and that we can support them in achieving their aim. We must get on the front foot by defining a new narrative around how the New Style of IT addresses their policy and business agendas; highlighting the importance of HP to the UK, and how our agendas are fully aligned. This is what we call changing the narrative to demonstrate our desire to make a difference. We are developing a new set of core material to support the new narrative and are building a marketing programme, supported by White Papers and innovation that will be aligned to our clients’ agenda.

7. UK Public Services 2016
Communications and Culture OneHP How does this fit into the strategy for HP? HP is on a journey to turnaround the business. Meg Whitman’s strategy for OneHP, focuses on four components; our core infrastructure, HP software, services and wrapped around in our solutions. This strategy is to make sure each piece of the portfolio fits, helping customers turn challenges into opportunities.
Most business areas within HP have a transformation programme in place to enable them to contribute to the turnaround of HP. The UK Public Services plan is aligned to the HP and EMEA Playing to Win Strategies. It is based on making choices about the markets that we will operate in, how we will differentiate ourselves in those markets so that we are able to grow, and the underpinning capabilities and systems that will enable us to be successful. By working as OneHP we will be able to deliver meaningful results to our clients and to demonstrate how HP matters to the UK.

8. UK Public Services 2016
Develop our Teams What do these changes mean to our people? We want our staff to be proud to work for UKPS, so they can add value and consistently deliver in time, cost and quality. We want it to “feel” different, to be part of and contribute to a winning team, for it to “look” different as they focus on outcomes becoming leaders and not followers.
To support this, UKPS is committed to developing our teams. As the business evolves to align with the changing market place we will ensure that any individual working on a UKPS account has the same employee experience whether it is through access to training, career development, talent management, leadership visibility or communications.
As we broaden our client base and deliver new services we will be able to offer additional opportunities and identify new skills for our staff to enable individual career growth and movement within UKPS and the wider HP.

9. UK Public Services 2016
Excellent Services Delivery What do we need to do? We are transforming our organisation so that we can act as one business, and treat the Government as one client. This will allow us to leverage and utilise the resources and skills of OneHP and allow us to provide our clients with smarter solutions for their ever-changing businesses. By acting as one sector we can share ideas and capability across the sub- sectors whilst improving career opportunities and stability for staff.
Fundamental to the transformation is that we all, in everything that we do, put the client first. It should not matter which business unit you fit within, our focus is on ensuring that our clients see a single HP view, focused on delivering service to them.
Our desire for excellent services delivery is only achievable through the execution of our delivery and financial plans. This will allow us to add value to our client business and for delivery to support growth generation with sales and solutioning. We will continue to deliver to our clients on time, within costs and to the high level of quality that our clients have come to expect from us.

10. UK Public Services 2016 How do we go to market?
As part of this transformation, we have reviewed our potential market and made choices about where we intend to play.
We will protect our business in our existing client base by driving innovation; we will target new government policy; we will grow into Local Government and Business Services, and we will ultimately widen public services into EMEA Our UKPS organisation will go to market by seeking opportunities through our sub-sectors using a common portfolio and utilising resources across HP. We will focus on delivering solutions to our customers in: Defence: including Front Line Services, Infrastructure, and Defence Support & Logistics.
Home & Foreign Affairs: including Home Office & Agencies, Foreign & Commonwealth Office and Ministry of Justice.
Benefits & Tax: including Department for Work & Pensions, HM Revenue & Customs.
Communities & Government: including the devolved governments in Scotland and Wales, English Local Authorities, Police & Emergency Services, Education, other Central Departments and the Department for Transport.

11. UK Public Services 2016
What does success look like? In a nutshell, there are six key factors to our success:
We will be the UK Public Services’ best policy enabler in the industry.
We are able to differentiate ourselves by utilising our New Style of IT PS Portfolio to generate New Logo opportunities in both existing and diversified markets to grow our business.
We have an external, visible presence with HP being put at the forefront of the minds of key stakeholders via marketing and by establishing, credible, meaningful and stable relationships with Ministers, PS leaders and influential clients.
We have a ‘Client First’ culture always. We are proactive in our stakeholder management for all of our accounts, focused on spending time with the client.
We have a continued and developing deep understanding of our target markets allowing us to leverage operations and resources across the sector and those of OneHP, to drive “value add” business benefits for HP and the client base.
We have developed an effective team across client relationship, execution and sales who are engaged in the future of UKPS and actively engage in the business model and actively contribute to our growth.

12. Thank you