Businesses at every level are looking for ways to increase efficiency with minimal impact to their bottom line or existing information architecture. Government departments are no different, as they are always looking for better ways to enhance their value in services to citizens and constituents.

A prime example of these are Ministerial correspondence or parliamentary briefs. These ‘Processes of Running Government' like any other core process within an organisation are based on a series of well-oiled processes. When fine-tuned these processes provide immense value to the organisation, its executives and constituents. When they aren't, the impact can be widespread, from poor staff morale to the risk of reputation damage to the agency and its executives.

Optimising public sector performance
Agencies such as the NSW Department of Premier & Cabinet have already achieved great success in optimising public sector performance, embedding a shift in the way the business of government is now conducted. The Department now operates as a modern digital workplace, having removed outdated information practices and created a cultural change by empowering employees with efficient and innovative practices.

However, not all government agencies have reached the same level of success. What makes the tasks of streamlining the‘Processes of Running Government' challenging is that they are primarily content driven and rely on access to information governance platforms such as HPE Content manager, which are reliant on strict governance policies. One option available to government agencies is injecting automation and adaptive process governance to their existing information framework to increase efficiency, quality and transparency across these key processes.

The following HPE Lean Government Processes executive brief highlights these challenges and provides insights into how to inject efficiency, quality and transparency into government processes, without a wholesale change to the existing HPE information governance platform.