Please note all information contained within this document was true at time of preparation in 2019. Some aspects have changed since however these do not impact on the challenge topic itself although the recent pandemic has increased the importance of moving to hybrid working which is reflected in one of the deliverables. About Registers of Scotland Registers of Scotland (RoS) is the non-ministerial government department responsible for compiling and maintaining 20 public registers. These relate to land, property, and other legal documents. Our two main registers are: Land Register of Scotland General Register of Sasines https://www.ros.gov.uk/about-us/registers-we-hold Our registers ensure that every property in Scotland is protected for its owners, which in turn enables confident land and property transactions. Such a stable land registration system is recognized by the World Bank as underpinning the Scottish economy. History Our origins can be traced back to the 13th Century, when the first land inventory was housed in Edinburgh Castle. Today we hold the oldest public land register in the world - the General Register of Sasines - which dates back to 1617. https://www.ros.gov.uk/about-us/our-history Trading fund status As a trading fund, we are entirely self-funded. Our income is dependent on the economic climate and the buoyancy of the property market, as most of our revenue comes from people buying and selling property. Having trading fund status allows us to take a commercial approach to what we do and gives us the flexibility to manage our income and expenditure. It also sets us apart from the public sector in many ways as we are in a unique position, although as employees we are civil servants, and therefore are accountable to Ministers. https://www.ros.gov.uk/about/what-we-do https://beta.gov.scot/about/how-government-is-run/civil-service/ Data services RoS provides data services around information on land and property transactions and statistics in Scotland. https://www.ros.gov.uk/services/data-services Digital transformation RoS has embarked on an ambitious programme of digital transformation. Our vision is to be a digital registration and information business trusted for our integrity. We publish a lot of information about our activities, including our digital transformation activities on our blog insideRoS https://insideros.blog/Corporate plan 2019-2024 https://www.ros.gov.uk/about/publications/governance-and-corporate/2019/corporate-plan-2019-2024 Ros Vision To be a digital registration and information business trusted for our integrity Values We are customer focussed, forward thinking, impartial and professional Purpose To support the Scottish economy for the benefit of the people of Scotland Strategic Objectives: 1. Complete Scotland' land register by 2024 and provide transparent, accurate and impartial information for all. 2. Lead on the innovative provision of land and property data so that is it accessible and used to create value for Scotland' people and economy. 3. Develop and deliver digital improvements that support a forward thinking sustainable business where the needs of our customers are exceeded. 4. Invest in our people so that they can support a professional flexible business that works at pace to deliver value and fulfills our public task For more information https://www.ros.gov.uk/ https://insideros.blog/ https://twitter.com/RegistersOfScot https://www.linkedin.com/company/registers-of-scotland https://www.facebook.com/registersofscotlandProject Background In line with our corporate plan (2019-2024) and our focus on providing digital services that meet customers' needs we have been working oo_n1etbods that allow us to 're-align' our work to be service aligned and matches skills with service demand through the implementation of multi-disciplinary squads. We believe that we can better meet the needs of our customers by aligning ourselves to what they're trying to do (in the main, this is either to buy or sell a property, and other related activities), rather than the way we're currently organized (which has built up over decades and is based on internally organized directorates or job families). Our customers are telling us this, so it's essential that we listen. Alongside our activities to digitally transform the business we are also working hard supporting our people during this intense time of change. Full organization employee engagement measured through an annual Civil Service-wide people survey, has notoriously been not as high as we would like. 0\"! KeepeLtcbietexecutive), has laid down the challenge to everyone across mm take responsibility for increasing employee engagement. Challenge We have spent the last year (2018:2019) working on a project known internally as 'buying and selling'. It has allowed us to trial our approach to service alignment whilst working directly with the customer and gradually increasing the numbers of people working within this 'new' team. To date this project has been massively successful. Processes have been improved, speed of delivery has increased, customer satisfaction is increasing and most importantly for this project challenge, employee engagement within this team has been high, higher than the average for 351$, The project is at a stage of scaling up. We are now adding more people into the team and attempting to process the work at the same rates. This has had a knock-on effect on employee engagement however and a most recent m of the team (data gathered through focus groups and other similar methods) has begun to show a decrease in the highly positive previous results. This is not an unknown phenomenon. Research and case studies demonstrate that a common reason that start-ups fail Is due to not paying attention to the challenges that adding more people into a team andI'or 9W can bring. An example of this can be seen from Mark Logan, ex COO of Skyscanner. httpswwwiuringfest.comf201stpeakersl'marklogan (West, 2018) Deliverable-s ogwould therefore like for you to review the phenomenon of failure at the scale up phase and answer the following questions: 0 What are the reasons for this phenomenon and how can they be addressed? 0 In this time of ux (due to the global pandemic with tllemajorilyof the workforce working from home from early 2020) hybrid working is the future organisational workforce model what impacts can this have on an approach to scaling up new services and how can these be avoided if negative or embraced if positive? - What lessons can we learn that we should consider when undertaking new proofs of concept, or new service or process change activities, so.as.to avoid similar issues in the future? (Focus on this question: provide similar cases to build evidence) It would be advantageous if you could also: Demonstrate through case studies or other such methods where failure at the scale up phase has been avoided Highlight practical methods that Bos can employ to mitigate the issues discussed Consider methods of measuring impact