Sustaining Public Sector Technological Leadership

CIO Review APAC | Thursday, November 25, 2021

While these vectors and plays have proven transformative for various high-performing technology functions, CIOs have approached the change differently.

FREMONT, CA: While these vectors and plays have proven transformative for various high-performing technology functions, CIOs have approached the change differently. While most government institutions have initiated programs to improve their technology during the last several years, just a few have succeeded in implementing a thorough technological transformation. Public-sector companies are frequently beset by mistrust from business partners, problems attracting top people, and complex legacy ecosystems that impede their ability to make rapid transformational changes. Each year, the federal government invests over $85 billion in technology programs, but success has proven challenging, and the government is lagging more behind private-sector peers.

In the public sector, chief information officers (CIOs) have played various roles in technology transformation, ranging from enablers to thought leaders to program directors. This year's shift provides a chance for CIOs to seize the initiative and lead a more transformative reimagining of their organisations' technology. New leaders will seek novel methods to modernise, and technology will likely be at the top of their list, following several years of innovation pushed by the COVID-19 problem. The next administration's indication that it will invest extensively in IT modernisation demonstrates the opportunity ahead.

However, the window of opportunity for change is frequently relatively narrow, and the momentum behind the transition is more transient than is typically necessary to design a technology revolution. As a result, it is critical to draw lessons from previous transitions and plan for the technological imperatives of modernisation.

Below are some vectors of technology modernisation in this post and offer recommendations on properly employing a transition to accelerate this modernisation.

Vector #1: A redefined business-focused role for technology. Practical technology activities are inextricably linked to other business processes, but top CIOs take this further by allowing technology to drive the business. This means redefining technology's role in advancing the business purpose through a technology-led strategy (play #1), a product- and platform-centric operating mode (play #2), and technology functions taking on the role of stewards of entirely digitised customer and user journeys (play #3).

Vector #2: A flexible and rapid technology delivery model. Modern technology functions structure their delivery strategies to keep up with rapidly changing client and employee needs. Through agile delivery approaches, technology teams prioritise tasks that have the greatest potential to assist their organisations in achieving desired performance benefits (play #4). By automating development, testing, and deployment procedures, next-generation infrastructure services, frequently hosted in the cloud, expedite delivery and stabilise the technology environment (play #5). To enhance the quality and efficiency of their work, modern technology functions employ highly experienced technologists to do mission-critical work in-house (play #6). Additionally, they partner with a diverse set of vendors (intentionally ranging from niche engineering firms to large-scale systems integrators, hyperscalers, and software-as-a-service [SaaS] firms) to assist in closing gaps in in-house capabilities, utilising contracts that reward vendors for delivering business outcomes rather than merely augmenting in-house capacity (play #7).

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