Depending on the agency’s size, maturity and mission statement, “modernization” can mean different things and produce diverse initiatives. Here are some examples.
To say that digital modernization is purely a cost-savings initiative is a myth.
Here’s a limiting belief: Nontechnical teams in government cannot successfully lead technology projects.
The “thinking small” mindset works only until you scale up. At some point, to see a benefit, it has to go to scale. That requires an investment.
The passage of the American Rescue Plan Act opens a window for governments to invest in technology that can help close the equity and access gap.
Even as organizations become increasingly digital-native, paper-based workflows remain essential and agencies should leverage this catalyst.
“The eventual goal is to enable financial management professionals to spend more time on analysis and provide better service to their customers, and less time on traditional transaction processing and system maintenance.”
Here is a limiting belief: We are a government organization and don’t think user research is something we can do.
What if you didn’t have to choose between today’s technology demands and tomorrow’s needs? What if you could provide value to the public much faster?
Here is a limiting belief: Modernization lies at the doorstep of the chief information officer, and therefore the CIO is solely accountable.