OFFICIAL Insight Pack For those interested in working

OFFICIAL Insight Pack For those interested in working at the Transformation Directorate V 1. 0 October 2020

OFFICIAL 1 - Transformation Directorate Overview Our Vision We lead a world-class transformation capability that keeps the Met at the forefront of changes in policing demands, trends and innovation. We shape, deliver and assure our change portfolio, helping to keep London safe for everyone. We do this by providing: • Insight and assurance to Management Board. • Professional advice and specialist resources to Senior Responsible Officers (SROs) and change leaders across the Met. • Best practice guidance and standards across the change portfolio. Change is nothing new to the Met police, but the scale of transformation underway across the organisation is unprecedented, providing new challenges and opportunities for our people. Sitting within the Corporate Services Business Group, the Transformation Directorate is the centre of expertise responsible for delivering these changes, building world-class capability to ensure the Met remains’ at the cutting edge of policing and fulfil its mission of keeping London safe. The Transformation Directorate is comprised of police officers, police staff, consultants and contractors working in three functions that together allow the Directorate to design, deliver and embed successful change: • Integrated Design and Delivery (IDD) develops and maintains the Met Direction on behalf of Management Board. It also provides analytical support and design assurance to the programmes in our transformation portfolio, ensuring that business designs are fit-for-purpose and coherent with our overall operating model. • Business Change works with programmes and local teams to deliver change in a way that minimises disruption, maximises benefits and focuses on the end-user at all times. It uses communications, training, leadership support and business psychology to help change land stick effectively with staff and officers. The IDD also hosts an experimental change team, Met. X, which develops and tests new ideas using a non-programmatic and iterative approach. The team supports the development of the Met Direction on behalf of Management Board. It also provides analytical support and design assurance to the programmes in our transformation portfolio, ensuring that business designs are fit-for purpose and coherent with our overall operating model. For more information visit: http: //mpsweb. intranet. mps/about-themet/transformation/ • Portfolio Delivery provides and manages a pool of expert programme and project managers in order to deliver the overall portfolio in an efficient, effective and consistent way. It supports the definition and alignment of the transformation portfolio to the Met Direction and owns the overall delivery roadmap and provides cross-portfolio management, creating insight to inform prioritisation and decision making. It manages the allocation of resources across programmes and provides best practice guidance, hands-on support on governance, controls, benefits management, risk management, planning and dependency management 2

2 - About Met. X OFFICIAL Met. X is an experimental change team which converts the problems The role of Met. X in the Met’s approach to Transformation and ideas of operational colleagues into small scale, practical solutions. The team works with frontline practitioners to understand problems, The Met recognises the need for a mixed economy approach to change; develop and test solutions in support of the Met Direction. complementing existing programmatic transformation with nimbler, practitioner-led ideation, testing and implementation. An increasingly Initially introduced in November 2019 as a twelve month pilot, Met. X has VUCA (volatile, uncertain, complex, ambiguous) landscape means that now been established as a permanent capability within the organisation the ability to balance structure and agility is critical for organisational to extract the best ideas from the front line, quickly formalise them into change. A heavily adaptive approach is a critical part of the toolkit for plans and action and test them with practitioners in a low risk, small transformation in the Met, alongside more traditional projects and scale environment. programmes. Met. X exists to support a more nuanced approach to change in the Met; diversifying – where appropriate – from a preponderance of long-term programmes to a more mixed economy with nimbler, practitioner-led ideation, testing and implementation. The team is a mixture of officers and staff, deliberately diverse and is seeking a mixture of professional backgrounds. Met. X complements and augments the change capability of the Transformation Directorate. Its work is focused on strategic priorities and ambitions in the same way that programmatic change is. However, its approaches can support quicker delivery, as well as be more flexible in terms of managing shifting constraints such as money and senior sponsorship. It also manages ambiguity and uncertainty through small scale, user-led tests and experiments. This can be employed separately to, or in advance of, more formally mandated projects and programmes. 3

3 - Being part of Met. X Objectives The four objectives which guided the pilot of Met. X remain at the heart of its approach: § § Execution - Turning ideas into viable solutions through practical implementation work and by navigating the organisation Collaboration - Bringing in a wider range of perspectives by working across both internal and external boundaries Experimentation - Trying out new, creative approaches to design and delivery; learning by doing and sharing that learning widely Empowerment - Being an advocate for innovation and supporting others to have more of a voice and play more of a role in bringing new ideas to life OFFICIAL The competencies required to work in Met. X – Please see ad for the Competencies you will be sifted on. Working in Met. X is a unique opportunity and challenge given its process and model. The competencies required to function effectively within Met. X can be clearly articulated in accordance with the College of Policing Competency and Values Framework: § Be emotionally aware: I seek to understand others' views and experiences before taking action, valuing diversity and developing a safe environment where people are encouraged to challenge, especially inappropriate behaviours. I am selfaware and adapt my style and approach according to the needs and preferences of the people I am working with. § Be collaborative: I work well with others, keeping customers informed, engaged and focused on outcomes. I am aware of when to push for progress and when to pause and seek to confirm needs and objectives are being met. I build commitment from others (including the public) through clear communication, honesty and by inviting feedback. § Analyse critically: I consider a range of different forms of evidence before making decisions, probing to test information and challenge assumptions. I think critically and consider any potential effects carefully, but am prepared take risks and make difficult decisions, especially when information is lacking. § Be innovative and open-minded: I explore and express new ideas and solutions, considering a variety of options and taking inspiration from inside and outside of policing. I am curious and encourage creativity and risk taking from others, sharing my insights within my team and the wider organisation. § Take ownership: I take personal responsibility for delivering outcomes, exploring multiple possibilities and testing ideas early and often to make practical progress. I am able to persevere, but also adapt quickly to set-backs and unforeseen circumstances, capturing learning so that it can be incorporated into future work. § Deliver, support and inspire: I am committed to delivering real world impact in what I do, energising others and establishing clear direction to achieve aims. I am optimistic and resilient in the face of challenges and take action to address them, making the most effective use of time and resources to provide the most value. I support the wider Transformation Directorate and wider organisational goals. 4

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