Think for a moment the way a Hollywood movie is made. To ensure the most appropriate and highest quality talent is acquired, a mixed team of ‘contractors’ is pulled together, each of them fulfilling a specific requirement for the film. These teams form, create magic onscreen, and then, when the movie is over, disband. We believe this "Hollywood Model" is one the government should adopt to help improve access to the talent required to drive Digital Transformation. We believe that to bring together the most experienced team of people requires not just recruitment, but also the coordination and leadership of a mixture of both internal and external talent, hand- picked to answer the specific requirements of the challenge.

1. DIGITAL COLLECTIVE
Proposal for the
Digital Transformation Office
11th
September 2015
Version 2.1

2. The Digital Collective – Proposal for the Digital Transformation Office2
Credits
This proposal contains information that is confidential and proprietary to
I/O. This information is submitted with the express understanding that it
will be held in strict confidence and will not be disclosed, duplicated or
used in whole or in part for any purpose other than the evaluation of this
proposal.
Proposal Template and Design by Jamie Mazurek
We would like to thank our proposal team:
Samuel, Charbel, Owen, Jason, Ben, Michaela, Ilan, Colin, Sarah, Juliano,
Louis and Tristan.
Copyright 2015 Welcome to I/O

3. The Hollywood Model

4. The Digital Collective – Proposal for the Digital Transformation Office4
The Hollywood Model
Think for a moment the way a Hollywood movie is made.
To ensure the most appropriate and highest quality talent is acquired, a
mixed team of ‘contractors’ is pulled together, each of them fulfilling a
specific requirement for the film. These teams form, create magic
onscreen, and then, when the movie is over, disband.
We believe this "Hollywood Model" is one the government should adopt
to help improve access to the talent required to drive Digital
Transformation. We believe that to bring together the most experienced
team of people requires not just recruitment, but also the coordination
and leadership of a mixture of both internal and external talent, hand-
picked to answer the specific requirements of the challenge.

5. The Digital Collective

6. The Digital Collective – Proposal for the Digital Transformation Office6
Introducing The Digital Collective
“A collective is a group of entities that share or are motivated by a
common interest, working together to achieve a common objective.”
The Digital Collective (D/C) aims to deliver a “Hollywood Model” for the
Digital Transformation Office (DTO). It incorporates experienced and
innovative talent from some of Australia’s best small agencies, studios,
start-ups, incubators and technology companies to support the goals and
objectives of the DTO.
The 2 areas of support identified by the DTO have driven the initial
structure of the D/C, however we believe the model to be extremely
flexible and can support future needs.
Areas of support identified:
1. Talent
Specifically across service design, user experience design, interaction
design, visual design, developers, tech architects, dev ops, security
specialists, product managers, delivery managers, content and
analytics.
2. Agile Coaching
People who can lead & teach agile, specifically scrum, with
experience in large organisations such as finance, banking, and
insurance industries

7. The Digital Collective – Proposal for the Digital Transformation Office7
D/C – Proposed Structure
The D/C will be a non-profit entity owned by the members and contracted
to the DTO. Through the D/C the DTO will access support and talent
through its 3 types of members:
1. Facilitation
Agile coaches and consultants that can teach and mentor DTO
employees as well as be deployed across specific projects as required.
2. Project
A mix of individual contractors, studios, agencies and SMEs that
deliver specific, discrete project outcomes and deliverables as briefed
by the DTO.
3. Secondment
Large corporates, technology companies, start-ups and incubators
enable their staff to be deployed on secondment to the DTO on a 1, 3
or 6-month basis.

8. The Digital Collective – Proposal for the Digital Transformation Office8
D/C – In Operation
The Digital Collective becomes a hub incorporating 5 key areas of
expertise dedicated to deliver a scalable solution for the DTO.
1. Product
The product owner.
2. Strategy
Business and overall strategy.
3. Design
User research and experience design.
4. Development
Open source / Drupal development.
5. Operations
Agile / Scrum masters.

9. The Digital Collective – Proposal for the Digital Transformation Office9
D/C - A Virtual Powerhouse
Through the D/C the DTO can access a pool of digital talent available
no-where else in Australia. The D/C effectively becomes a talent
powerhouse that can be used to pilot new ideas, access specific expertise
or even build teams designed for the specific purpose of the DTO’s
requirements. We believe this is a truly innovative way to provide access
to the best talent in the industry in a truly scalable way.

10. The Digital Collective – Proposal for the Digital Transformation Office10
D/C - Specialist Disciplines
The purpose of dedicated experts and practitioners that lead an area such
as User Experience Design or Drupal Development is that they keep
themselves on the leading edge in the constantly evolving digital
landscape. These leaders and their businesses work within discipline
oriented communities locally and globally to ensure they are up to date on
the latest case studies, developments and trends in their area of expertise.
This also provides them the ability to leverage specialist contractor
knowledge that is sometimes only available through these networks and
communities.
The structure of the D/C would allow the DTO to activate specialists
where and when they are needed to validate ideas or deliver against a
specific DTO strategy or project.

11. The Digital Collective – Proposal for the Digital Transformation Office11
D/C - Founding Members
We have taken a multi-disciplinary approach to our founding members
based on the two areas of support outlined by the DTO. We believe these
organisations are a way to access some of the best talent in Australia.
1. Welcome to I/O
I/O is a privately owned innovation consulting firm helping businesses
deliver exponential growth. Their consulting services focus on
technology led innovation using insights, consumer psychology, data
analysis and business operations to create profitable new products,
new services, new experiences and new businesses.
Core Focus: Strategy
Principal: Samuel Tait
LinkedIn: au.linkedin.com/in/samueltait
Website: welcometo.io
2. Velvet Onion
Velvet Onion is a service design and user experience design agency.
Services cover user experience design, design thinking, applied
research and service design. The agency also runs it’s own highly
regarded user experience academy teaching best practice across an 11
week UXD course.
Core Focus: Design
Principal: Charbel Zeaiter
LinkedIn: au.linkedin.com/in/charbel
Website: velvetonion.com
3. PreviousNext
PreviousNext has cemented its reputation as Australia’s most
experienced and highly regarded team of Drupal CMS experts. Having
built more Australian Government Drupal websites than any other firm,
it is has leveraged this experience through the release of aGov platform
that was subsequently selected as the core software for govCMS.
Core Focus: Development
Principal: Owen Lansbury
LinkedIn: au.linkedin.com/in/owenlansbury
Website: previousnext.com.au

12. The Digital Collective – Proposal for the Digital Transformation Office12
Founding Members
4. Snepo
Snepo was built out of the kiosk software industry and houses
developers able to code fluently in multiple languages including Java,
Objective C, C++, Ruby, C#, Javascript, HTML and Python. The team has
most recently delivered interactive experiences for the Australian War
Memorial and the National ANZAC Centre.
Core Focus: Development
Principal: Ben Moir
LinkedIn: au.linkedin.com/in/moirben
Website: snepo.com
5. Interesting
Interesting and their teams have been technical lead on projects that
have most developers running for cover. With technology and
development as their core focus they have delivered complex, robust
technology solutions for clients like Westpac, Real Insurance, the NSW
Business Chamber and Weet-bix.
Core Focus: Development
Principal: Tristan O’Shannassy
LinkedIn: au.linkedin.com/pub/tristan-o-shannassy/2/36/ba9
Website: interesting.com.au
6. Whitebox Analytics
Thirteen years of data and analytical experience in Sydney and London
ensures Whitebox consultants deliver the data strategy and the
analytics to fit with a client’s goals. Responsible for driving data
strategy and analytics for their clients with their team’s Australian
experience including MasterCard, David Jones, Nestle, Toyota and BT.
Core Focus: Analytics
Principal: Louis Keating
LinkedIn: au.linkedin.com/in/louiskeating
Website: whiteboxanalytics.com.au

13. The Digital Collective – Proposal for the Digital Transformation Office13
Founding Members
7. Catchi
Catchi is a technology agnostic consulting firm delivering multi-
channel, multi-device Conversion Rate Optimisation, Personalisation,
Individualisation and Digital Engagement Programs. Catchi is a CRO
training provider for ADMA and the Marketing Association of NZ with
experience across multiple industries including Government.
Core Focus: Analytics
Principal: Michaela Aguilar
LinkedIn: au.linkedin.com/in/michaelaaguilar
Website: catchi.com.au
8. Axis Agile
Axis Agile is a specialist Agile training, educator and consultancy. The
team includes certified Scrum Trainers, Scrum Masters, Scrum
Product Owners and Scrum Professionals and provides training
through their globally acclaimed authors and trainers who have
worked locally and globally across a range of sectors.
Core Focus: Agile
Principal: Ilan Goldstein
LinkedIn: au.linkedin.com/in/ilangoldstein
Website: axisagile.com.au
9. PragmaTeam
PragmaTeam teach individuals and teams how to be agile. It is
a behavioural process, leading to cultural change, which is
supported by the adoption of practices rather than constrained
by them. Our team are highly experienced across standard
methodologies such as SCRUM, SAFe and XP.
Core Focus: Agile
Principal: Sarah Atkinson
LinkedIn: au.linkedin.com/in/pragmateam
Website: pragmateam.com.au

14. The Digital Collective – Proposal for the Digital Transformation Office14
D/C – In Action
To provide an example of how the Digital Collective and the “Hollywood
Model” could be engaged for the DTO we have outlined an example
project team. The project team could be flexible to support the DTO in
those areas required for the project. For example, if the DTO was to take
the product owner role, then the D/C could support with staff in other
areas of expertise. This model is flexible enough to support the DTO in
whatever role they take within a project, even when the DTO decide not to
take responsibility for a role within the project team.
1. Product
The product owner = The Digital Transformation Office
2. Strategy
Business and overall strategy = I/O
3. Design
User research and experience design = Velvet Onion
4. Development
Open source / Drupal development = PreviousNext
5. Operations
Agile / Scrum masters = Axis Agile

15. The Digital Collective – Proposal for the Digital Transformation Office15
D/C - Seconding Members
As part of the D/C we are proposing that a number of technology
companies, start-ups and incubators also be involved. To this aim we have
commenced discussions with the following organisations to discuss their
involvement in a potential DTO secondment program made available
through the Digital Collective.
Secondment
1. Technology Companies
Google
Facebook
Salesforce
Fred IT
Court.FM
LinkedIN
Atlassian
Amazon Web Services
2. Start-Ups
BigCommerce
Canva
Stackla
Nitro
99Designs
Airtasker
Invoice2Go
OneShift
Tapestry
Beat the Q
SocietyOne
Health.com.au
Mint Payments
HealthEngine
3. Incubators
Fishburners
BlueChilli
TankStream
Stone & Chalk
Muru-D
Incubate
ATP Innovations
Pollenizer

16. The Digital Collective – Proposal for the Digital Transformation Office16
Suggested Next Steps
We would be happy to discuss any questions relating to this proposal in
person or on a conference call.
In regard to next steps we truly believe that collaboration is key for this
new model to work for the DTO and a number of questions and areas
would need to be defined which is why we would suggest a workshop with
principal stakeholders to discuss these areas in depth.
A number of areas we think would need to be discussed include:
§ Specific goals and objectives of the DTO
§ How this model would need to be adjusted to support these goals
§ How would procurement work in relation to project work and
secondments
§ Fee structures and invoicing process
§ Ways of working and engaging with the DTO
§ Identify key stakeholders for government approval.
We look forward to your review and feedback.
For all enquiries please contact:
Samuel Tait
Managing Partner, I/O
samuel.tait@welcometo.io
0478 197 713

17. A “Hollywood Model” for the
Digital Transformation Office.