Dealing with Problems not Process

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Ben Kaner

Dealing with Problems not Process

Nurturing Government Infrastructure in the Medium and Long Term

1 © 2020 Gartner, Inc. and/or its affiliates. All rights reserved.

The Classic Challenge of Government

IA

International

Affairs

Administration

& Finance

Business

Services

Transportation &

Public Works

Health & Social

Services

Justice &

Public Safety

Natural

Resources

Education &

Research

Defense &

Intelligence

"Silos of Excellence"

Program &Portfolio

Management

Infrastructure & Operations

Security & Risk Management

Applications& Data

Analytics

Sourcing


And then…….


Almost 70% of government

organizations report

they are pursuing

digital transformation

Digital Transformation Is A Top Objective


Only 5% are

achieving it

But Rarely Achieved

RESTRICTED DISTRIBUTION


Both Challenge and Opportunity

Challenge Opportunity

• Trust and Duty of Care for

citizens and employees

• Increased Cybersecurity

Challenge

• Significant local problems will

continue to emerge

• Data and prediction is critical,

but skills are in short supply

• Significant resource crunch is

likely

• Remote working can increase

collaboration and productivity – both

government and non-government

• Move to information-driven dynamic

governance enabled through necessity

• More data is being mobilized and

shared than ever before

• New focus on delivery of outcome

drives rapid innovation


“Things which matter

most must never be

at the mercy of

things which matter

least”

Goethe

8 © 2020 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates.

We’re Not Returning to Normal Anytime Soon

Source: Impact of non-pharmaceutical interventions (NPIs) to reduce COVID19 mortality and healthcare demand

Imperial College COVID-19 Response Team | 16 March 2020

We’re not going back to normal | MIT Technology Review | 17 March 2020

By 2021, 35% of governments

will supplement paid sick

leave and remote work

policies with employee-

directed remote work days.

Periodic bouts of social distancing keep the pandemic in check

Strategic Planning Assumption

https://www.imperial.ac.uk/media/imperial-college/medicine/sph/ide/gida-fellowships/Imperial-College-COVID19-NPI-modelling-16-03-2020.pdf

https://www.technologyreview.com/s/615370/coronavirus-pandemic-social-distancing-18-months/

9 © 2020 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates.

Some considerations for wellness

• Transparency , to drive a perception that the individual has visibility and control

• Consistent emphasis on behaviour and prevention first – this applies to both cyber and real virus protection!

• When necessary action is visibly taken

• Automated Trace apps require 60-80% penetration – this has never been achieved

• Consider ways in which people might ‘game’ any support system

• Design the support around the recipient, not the provider

• Major opportunity – less imbalance between genders if flexible/home work is commonplace


Assessing Options

Scenario Tool


Safe Bets Still Need Doing!

Workforce Service Model CIO RoleHealthy and safe workplace Multichannel Business continuity

Collaboration platforms Scalable Organizational resilience

Secure remote access Interoperable Brokered services & products

Self-directed teams Horizontal workflows Digital workplace program

Performance monitoring Evidence-based Outcomes Business value of data


Compliance,

efficiency

Portal

CIO/CTO

Service-oriented

architecture

Mixed

% services online

Though… COVID may have changed your maturity assessment

Value Focus

Channel Strategy

Leadership

Technology Focus

Sourcing Strategy

Key Metrics

Maturity level Initial01 Developing02 Defined03 Managed04 Optimizing05E-Government Open Data-Centric Fully Digital Smart

Constituent value

Nongovernment

channels

Departments

Open any data

Multisourced

Number of

data-driven services

Transformation

Truly multichannel

CIO and

departments

Things as data

Partner-sourced

% data from things

Sustainability

Automation

replaces portals

CIOplus

Smart machines

Outsourced

% decrease

of services

Transparency

and openness

Government as

a platform

CDO

Open data,

open service

Reinsourced,

cloud first

% open data


But - has this sequence really changed?

▪ Governance changes

▪ Policy review and updates

▪ Standards adoption

▪ Improved internal

engagement

▪ Return from Lockdown

▪ Additional Waves

Baseline Near Term

▪ Baselines measured and

benchmarks established

▪ "How to" play books

▪ Standards adherence

▪ Business processes assessed

▪ COTS→XaaS solutions

▪ Urgent re-org support?

Mid Term

▪ Common core services

▪ Large-scale

organizational change

▪ "Optimized" citizen

service experiences

▪ Increased focus on flexibility,

resilience and outcomes

Outcomes

▪ Service

Transformation

▪ Increased Internal

Skills

▪ Increased

Ecosystem Activity

▪ Sustainable Change


Reality Check – The Challenge of Long Term Transformation in Government

Administration

3

Administration

2a

Administration

2b

Reach a

nd I

mpact

Administration

1

Budget Periods

Window of Opportunity Election Cycle

Time

Covid

Brexit ?


“Do the difficult

things while they are

easy and do the

great things while

they are small”

Lao Tzu


Running Democracy Remotely

Democracy must be seen – which

requires the attendees and public to

have easy, controlled access

Voting must be clear and binding –

which requires strong authentication

and auditability

This is the same challenge as remote board meetings of public companies – see

“Conducting Board and Committee Meetings in a Remote Work Environment”

https://www.gartner.com/document/3984338


Some Behaviours

▪ Good online practice takes time to learn

▪ Concentration spells are much shorter

▪ Polling a room for tacit objections needs to be explicit

▪ Remote attendance means that you may get ‘public’ from anywhere – consider the effect of determined

special-interest groups on planning and policy


A Digital Services Playbook and Standards Promotes Adoption and Conformance


“The journey of a

thousand miles

begins with

one step”

Lao Tzu


Digital Government Technology Platform

Customer

Experience

Platform

Ecosystems

Platform

IoT

Platform

Information

Systems Platform

Data & Analytics Platform

Things

Customers

Employees

Partners

Data &

Analytics

Platform



Customer

Experience

Platform

Ecosystems

Platform

IoT

Platform

Information

Systems Platform


Things

Customers

Employees

Partners

Data &

Analytics

Platform

Extending web experience

and interactions

Providing standard

interaction



Customer

Experience

Platform

Ecosystems

Platform

IoT

Platform

Information

Systems Platform


Things

Customers

Employees

Partners

Data &

Analytics

Platform

Building supply chain

platform

Providing matching and

management service



Customer

Experience

Platform

Ecosystems

Platform

IoT

Platform

Information

Systems Platform


Things

Customers

Employees

Partners

Data &

Analytics

Platform

Risk and Decision Support Technology

Re-usable Modular Service



Customer

Experience

Platform

Ecosystems

Platform

IoT

Platform

Information

Systems Platform


Things

Customers

Employees

Partners

Data &

Analytics

Platform

Many suppliers will sell a platform concept,

based on existing tech such as extended ERP

Care is needed – pace, lock-in and siloes


Good practice – agree and deliver via common API’s

Your Enterprise

OT

Systems

IoT

Analytics

Customer

AnalyticsPartner and

Supplier Analytics

Business &

Operational

Analytics

Customer

Portal & Apps

Enterprise-Run

Ecosystems

Algorithm & AI Engines

Back-Office

Systems

API

Management

Software

Social

Networks

Business Intelligence

Core

Systems

Supplier Portal

& Apps

Partner-Facing

Public APIs

Multichannel

Interaction &

Commerce

Endpoint

Computing

Customer-facing

& Public APIs

Industry &

Partner-Run

Ecosystems

Employee

Collaboration &

Workplace

Connected

Things

(Customer)

Connected

Things

(Partner)

Connected Things

(Enterprise)


Recommendations

✓ Map your existing deliveries to your new reality

✓ Prioritise those that are definitely needed or high value

✓ Increase the ability to solve challenges through data and analytics

✓ Base delivery around modular, common capabilities – so you can respond

quickly to the developing environment


For information, please contact your Gartner representative.

Recommended Gartner Research

How COVID-19 Will Impact Government Digital Transformation and Innovation

Andrea Di Maio, Ben Kaner, Michael Brown (G00722342)

Toolkit: Prioritize Post-COVID Government Initiatives

Andrea Di Maio, et al. (G00724913)

COVID 19: Making Remote Work the New Normal in Government

Bill Finnerty, Rick Howard (G00723917)

Government CIO Essentials: Use Human-Centered Design to Build Better ServicesDean Lacheca (G00425275)

Conducting Board and Committee Meetings in a Remote Work EnvironmentMarko Sillanpaa, Adam Preset (G00725475)

Cutting or Justifying Government IT SpendingJohn Kost, Cathleen Blanton (G00723998)




https://www.gartner.com/document/3956083?ref=solrAll&refval=229689396&qid=



https://www.gartner.com/document/code/723998

Dealing with Problems not Process

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