Lotterywest - Lotteries
Scalabl partnered with the Lotteries business unit of Lotterywest to address the following key challenges:
Coordinating and delivering portfolio initiatives
With limited visibility of objectives, portfolio priorities and purpose, initiatives were being undertaken through transactional relationships with a lack of end to end understanding and connection of day to day tasks to objectives.Creating an open and collaborative environment
Colleagues had limited open communication and involvement in key decision making, constraining Lotteries’ ability to foster autonomous teams with high flow of value.Delivering digital products effectively
The siloed structure, traditional technical approach and complex route-to-live process for delivering their core mobile application inhibited the ability for releasing features frequently.
Key results achieved
57% increase in colleagues having clarity of priorities
229% increase in colleagues saying they are involved in decision making
93% of colleagues said their team is working more collaboratively with other teams within lotteries
67% reduction in colleagues saying they are blocked or inhibited by other teams
94% of quarterly initiatives delivered as planned
3x increase in digital product speed to market
App rating increased from 2.3 to 4.5/5 stars
Context
Lotterywest is a government owned organisation that runs lotteries within Western Australia. It has a unique role in that it not only operates the lottery in Western Australia, it also distributes a proportion of the funds raised directly to charitable and community organisations through its grant programs.
Lotterywest is a government owned organisation that runs lotteries within Western Australia. It has a unique role in that it not only operates the lottery in Western Australia, it also distributes a proportion of the funds raised directly to charitable and community organisations through its grant programs.
In 2020/21, sales of $1.06 billion was achieved and a record $313.4 million distributed back to the WA community.
Lotterywest has an extensive program of projects and initiatives to deliver on its strategic objectives across its lottery and grant making functions, supported by its Technology Services and Corporate Services business units.
Lotteries, a business unit responsible for the commercial element of the organisation, consists of 78 people working across Marketing & Sales, Analytics & Monitoring, Operations & Support, and Development & Assurance.
Reflecting on their learnings and experiences during the COVID-19 emergency, Lotteries found that it was time to partner with external expertise in ways of working and together, take them to the next level in how they worked.
There was a strong desire to better involve and harness their people by creating a genuinely empowering and open environment to more effectively deliver value for customers, and result in better business outcomes and customer experiences.
“I’ve seen more improvement in nine months than I’ve seen here in years and we’ve hardly even started. It’s real.”
Approach
Scalabl worked with Lotterywest in two key areas; orchestration and coordination of portfolio initiatives within Lotteries, and the establishing of an agile product delivery team for their mobile application.
Embedding three of Scalabl’s business agility consultants over the course of ten months, they worked closely with Lotteries’ leadership team, its people and internal partners to design, co-create and implement the tailored operating rhythm and delivery model that established an open, collaborative and connected environment for their people to thrive.
Coupled with monitoring the co-defined success measures for the new ways of working, this approach was applied to both the portfolio coordination focus area and the agile product delivery team to ensure practical, impactful benefits were being achieved, and that continuous learning and improvement aspects embedded in the new model were well informed.
By maintaining high visibility of the change and involving key impacted stakeholders from outside of the immediate area, appetite and curiosity has grown in other areas of the organisation such that they have a desire to explore ways in which they can introduce some of the approaches and realise the benefits that the Lotteries business unit and product delivery team have.
“We have uncovered the capability of people. We have provided an opportunity for the ones that perhaps thought they might not be seen to inspire.”
Key outcomes
Visible central source of truth and clarity of portfolio priorities
Predictable and repeatable portfolio prioritisation and planning cycle
Improved communication, coordination and visibility of dependencies across the portfolio
Improved collaboration between teams and other business units
Uplift in Lotteries’ internal capability to own, drive and continuously improve the delivery model
Embed strong product delivery team foundations for an open and trusting environment, leveraging high visibility, collaboration and an agile mindset that achieved the following:
Regular mobile app feature releases every two weeks compared to every two to six months
Increased visibility of work and capabilities
Shared alignment of goals that enable the team to communicate and collaborate more effectively
Enable the team to be proactive in responding to change
Promote a continuous improvement mindset
Improved efficiencies in the route-to-live
“One of the biggest benefits has been delivering value out to the customer quicker. Previously we were only able to do so in a 6-month period.”