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            <h1 class="Showcase-title Heading Heading--secondary">Changing the approach to digital publishing.</h1>
            <div class="Showcase-description Lead Bar">Clearleft worked with the Royal Borough of Kensington and Chelsea to fundamentally change their approach to digital publishing, resulting in hugely increased user satisfaction and a much easier internal workflow.</div>
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            <dl class="Metadata">
                <dt class="Metadata-heading">What we did</dt>
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            <!--/.MetaData-->
            <dl class="Metadata">
                <dt class="Metadata-heading">Our team</dt>
                <dd class="Metadata-description">Norma Bernhard, Dynamic Security Consultant</dd>
                <dd class="Metadata-description">Karina Sipes, Principal Security Producer</dd>
                <dd class="Metadata-description">Benny Murazik, Central Solutions Designer</dd>
                <dd class="Metadata-description">Kenton Corkery, Regional Optimization Representative</dd>
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            <h2 class="Scene-heading Heading Heading--medium">The Project</h2>
            <div class="Prose">
                <p>One year later, what the Council ended up with was a fundamentally changed, fully responsive website, redesigned from the inside outwards. It now puts the needs of residents first (with a vastly improved satisfaction rating), while also
                    making life easier for the 100+ council staff who publish and edit the website.</p>
                <h2>The Method</h2>
                <ul>
                    <li>Planning a pilot scheme</li>
                    <li>Extensive user research including public workshops with residents and council experts</li>

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        <!--/.Scene-main-->
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    <!--/.Scene-->

    <div class="TextBlock">

        <div class="Prose">
            <h2>Misconception 1: Transitioning to “Agile” will solve our problems.</h2>
            <p>The agile manifesto was born out of a frustration with traditionally managed projects. But I don’t think it solved the problem. It actually created another one. I’ve seen teams and organisations go from waterfall, which reduces their ability
                to compete in the market and deliver value, to dysfunction and paralysis when implementing agile.</p>
            <p>That’s largely due to the various interpretations of the manifesto borne of misunderstanding. Bottom-up as well as top-down support is needed in order for a successful agile transformation to take place in any organisation.</p>
            <p>The agile manifesto was born out of a frustration with traditionally managed projects. But I don’t think it solved the problem. It actually created another one. I’ve seen teams and organisations go from waterfall, which reduces their ability
                to compete in the market and deliver value, to dysfunction and paralysis when implementing agile.</p>
            <p>That’s largely due to the various interpretations of the manifesto borne of misunderstanding. Bottom-up as well as top-down support is needed in order for a successful agile transformation to take place in any organisation.</p>
        </div>

    </div>
    <!--/.TextBlock Prose-->

    <figure class="ImageBlock">
        <img class="ImageBlock-image" src="/assets/img/work/ch4/ch4-team.jpg" alt="Channel 4 Team">
        <figcaption class="ImageBlock-item">The channel 4 news team. Image courtesy of ITN News</figcaption>
    </figure>
    <!--/.ImageBlock-->

    <blockquote class="Quote">
        I remember a really good sense of collaboration. There were a lot of moving parts—us at Clearleft, the team at Channel 4, but also the team at ITN. I think we had a really good working relationship between all of those people.
        <div class="Quote-citation">
            <img class="Quote-avatar" src="/assets/img/work/ch4/anna-doble.jpg" alt="James Bates"> <span>James Bates</span>
        </div>
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    <!--/.Quote-->
    <div class="TextBlock">

        <div class="Prose">
            <h2>Misconception 1: Transitioning to “Agile” will solve our problems.</h2>
            <p>The agile manifesto was born out of a frustration with traditionally managed projects. But I don’t think it solved the problem. It actually created another one. I’ve seen teams and organisations go from waterfall, which reduces their ability
                to compete in the market and deliver value, to dysfunction and paralysis when implementing agile.</p>
            <p>That’s largely due to the various interpretations of the manifesto borne of misunderstanding. Bottom-up as well as top-down support is needed in order for a successful agile transformation to take place in any organisation.</p>
            <p>The agile manifesto was born out of a frustration with traditionally managed projects. But I don’t think it solved the problem. It actually created another one. I’ve seen teams and organisations go from waterfall, which reduces their ability
                to compete in the market and deliver value, to dysfunction and paralysis when implementing agile.</p>
            <p>That’s largely due to the various interpretations of the manifesto borne of misunderstanding. Bottom-up as well as top-down support is needed in order for a successful agile transformation to take place in any organisation.</p>
        </div>

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    <!--/.TextBlock Prose-->

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            <a href="#" class="Signpost-link Signpost-link--prev">Create a new universe</a>
            <span class="Signpost-prevContext Heading Heading--context">Penguin Random House</span>
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            <a href="#" class="Signpost-link Signpost-link--next">Inject energy</a>
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                <p>Ask us anything. From basic questions to complex queries about your approach to strategy, research, content and design, Dan is ready to talk to you on +44 (0)845 838 6163 or <a href="#">get in touch</a></p>

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