國家首席信息官的未來

1、UNPRECEDENTED FORCES OF CHANGETo revisit the highway metaphor, state CIOs are correct to sense change both in the rules of the road and the road itself. Indeed, they are working in an unprecedented environment characterized by four forces of government change (see Figure 1). Across the country, stat

2、es are operating amid constrained resources and increasing demand. All the while, the pace of change keeps acceleratingrequiring governments to respond in new and different ways.Figure 1. The four forces of government change1THE FUTURE STATE CIO: HOW THE ROLE WILL DRIVE INNOVATIONThe population is a

3、ging, with most American counties seeing a decline in the number of “prime working age adults.”2 An aging population brings higher demand for government services even as the fiscal burden keeps growing and talent pool keeps shrinking. In the U.S., state government revenue has been slow to rebound fr

4、om the last recession, with only 34 states recovering from those losses and nine of those reaching the pre- recession level only in the fourth quarter of 2017.At the same time, technological changes are impossible to ignore. Governments face constant cyber risks, including the threat of cyber ransom

5、 and being held “hostage.” A major example is the coordinated 2019 cyberattack that impacted 22 Texas towns, whose computer systems were “hacked, seized and held for ransom.”3 Meanwhile, citizens expect government to operate like the Amazons and Ubers of the world offering a personalized experience

6、with quality digital interactions. Indeed, 91 percent of customers prefer personalization, and 74 percent are willing to passively share data to get it.4 Speaking of data, governments face unprecedentedand growingvolumes of data, with 175 zettabytes of data projected worldwide by 2025.5 The wealth o

7、f data can be valuable for advanced analytics, but it also poses significant challenges in terms of managing and protecting it.Beyond fueling cyber and customer experience challenges, new technologies are also catalyzing opportunities to question the status quo. Even if a state does not adopt them,

8、evaluating new solutions helps validate current practices and processes and may identify ways, subtle or radical, to improve them. It can also help in nurturing a culture that is open to innovationone that recognizes the value of questioning longstanding strategies, workflows and platforms and findi

9、ng ways to make them better. Ultimately, every state must develop or strengthen the ability to identify, test and implement innovationsand do it at speed and at scale.The state CIO will be central to success.4THE FUTURE STATE CIO: HOW THE ROLE WILL DRIVE INNOVATIONTHE FUTURE STATE CIO: HOW THE ROLE

10、WILL DRIVE INNOVATIONBROKERING INNOVATION AT MULTIPLE SPEEDSNASCIO has made the case that working in a “broker” model will allow state CIOs to accommodate shifting demands and changing technologies. Many states are still in the early stages of this transformation. In a 2018 NASCIO survey of 25 state

11、 CIOs, 64 percent were still looking ahead to eventually adopting this model. Interestingly, 20 percent were anticipating the predominant model will be a broker of services model, and 16 percent were already acting as a broker.6 More recently, NASCIOs 2019 Annual State CIO Survey revealed a number o

12、f obstacles to the broker model. Most state CIOs cited change management and the evolving role of the traditional workforce as challenges. In addition, NASCIO found a large jump in the number who pointed to culture as a challenge45 percent, up from 14 percent in 2018. Effective governance and curren

13、t funding models also remain challenging for these leaders.7To realize the full innovation opportunity, state CIOs must fundamentally change how they operate. It will no longer be enough to serve as the “mechanics” of technical systems. Instead, these CIOs need to continue evolving as brokersskilled

14、 “conductors” of collaboration and change throughout state government. In becoming brokers, they have greater latitude to innovate. With fewer constraints related to internal skills, technologies, resources and costs, they can select the best solution for their customers based on leading capabilitie

15、s and elastic supply available in the marketplace. That, in turn, puts the focus squarely where it belongs: serving citizens in the best way possible at scale and at speednot just the best way that internal capabilities permit.As they continue evolving into brokers of innovation, state CIOs can use

16、two-speed or multi-speed IT. This approach combines business as usual for legacy systems while creating an accelerated track for innovation. Two-speed IT can put the state in the “fast lane” by implementing an operating model that creates space for innovation, quickly addressing ever-changing digita

17、l opportunities and ensuring that governance, people, policies and processes are highly responsive to digital demands. At the same time, they can retain a traditional model for maintaining and running their “1970s sedans”the very large, complex and mission- critical transactional and processing syst

18、ems that power state business.5THE FUTURE STATE CIO: HOW THE ROLE WILL DRIVE INNOVATIONTHE FUTURE STATE CIO: HOW THE ROLE WILL DRIVE INNOVATIONSURVEYING THE STATE OF INNOVATION“Innovation is a value-add change of state Innovation not only has to have an idea; it also has to have implementation and e

19、xecution. We didnt continuously improve the candle to get to lightbulbs. The lightbulb was an innovative event.”“Innovation is a constant and continuousimprovement of process.”We surveyed 35 state CIOs and conducted in-depth interviews with 10 state CIOs, who all agreed that innovation is much more

20、than a new technology. They are aligned in thinking that innovation is achieved by driving a change that adds value to stakeholders while using the latest technology to support those changes. Whats more, “Innovation and Transformation through Technology” arrives on the NASCIO State CIO Top Ten Strat

21、egies, Policy Issues and Management Processes for 2020.8 In one-to-one interviews, CIOs shared the following:“Innovation to me is not about going out there and getting the latest and greatest technology and slapping it in Its about driving change from a business processing perspective and then techn

22、ology can help make that change occur.”“Innovation is asking, Can we do things differently to reach a positive outcome?”Finally, as Washington State CIO Jim Weaver noted at the NASCIO Annual Conference in 2019, “Innovation is rarely, if ever, a huge jump into some transformational change. Rather, it

23、s a continual and gradual change process with many small steps.”In the survey, state CIOs indicated that innovation investments span a range of objectivesfrom transforming legacy systems to shoring up the workforce (see Figure 2). More than half (60 percent) reported multiple focal points for innova

24、tion, including improving outcomes for citizens (see Figure 3).THE FUTURE STATE CIO: HOW THE ROLE WILL DRIVE INNOVATIONFigure 2. Investing in innovationTo the best of your ability, please estimate what percentage (adding up to 100%)of your innovation investments and efforts are dedicated to each of

25、these activities:31%30%28%28%26%26%19%13%Transformation of our legacy systemsImproved effectiveness of our core servicesInvestments in new technologies that enable new ways of delivering servicesInvestments in our workforcePast 3 yearsNext 3 yearsFigure 3. Focusing on innovationThinking of innovativ

26、e initiatives your organization has implemented, what has been your primary focus?29%20%17%60%Improving functions internal to our organizationImproving functions across government with other organizations/agenciesImproving outcomes for our citizensAll of the aboveTHE FUTURE STATE CIO: HOW THE ROLE W

27、ILL DRIVE INNOVATIONWhatever the form or focus of innovation, the payoff should be better outcomes. Despite that potentialand state CIOs alignment on defining innovationthere seems to be a disconnect between its importance and its prevalence in the day-to-day activities of their organizations. Eight

28、y-three percent of state CIOs consider innovation an important or very important part of their job, but only 14 percent reported extensive innovation activities within their organization (see Figure 4). We see this finding as evidence that these leaders have rich opportunities to grow, stepping up a

29、nd taking the lead for innovation across state government.Figure 4. Innovation gapState CIOs see innovation as a major part of their job, yet only 14% report extensive innovationHow important do you see innovation as part of your day-to-day job and leadership responsibilities?How would you rate the

30、innovation activities of your organization?43%40%14%3%43%17%0%40%8THE FUTURE STATE CIO: HOW THE ROLE WILL DRIVE INNOVATION8THE FUTURE STATE CIO: HOW THE ROLE WILL DRIVE INNOVATIONVery importantImportantSomewhatimportantNot importantExtensiveModerateLimitedNon-ExistentBARRIERS TO INNOVATIONState CIOs

31、 cited barriers they encounter while working to both keep the lights on and drive innovation. While there are always state-specific nuances, several common themes emerged in our one-to-one interviews.CULTURE“Leadership of the agencies remains in place; theres no change out. So the benefit of that is

32、 theres a lot of continuity and stability. Theres a lot of great programmatic things that are going on within the agencies. But the bad thing about it is theres less likelihood of doing change. What Ive learned here so far is there is a culture that is somewhat resistant to change.”TECHNOLOGY DEBTSe

33、venty-one percent of state CIOs indicated that technology debt in legacy systems makes their organizations less responsive to changes in the market; 54 percent see technology debt directly impacting innovation (see Figure 5).“You cant innovate if youre running on Windows NT or Windows 2003 and the c

34、urrent operating system is Windows 2016. Theres nothing you can do on 2003 thats innovative because nobody is doing anything. Its not even supported anymore.”RISK AVERSION“We believe in unlimited first-time mistakes. Dont make the same mistake twice. In some other cultures, they may describe that as

35、 fail fast. I dont like the idea of fail fast.I think its better described as learn fast.”“A $100 million lesson l learned gets you in the paper. A $10,000 lesson learned helps you avoid the paper.”THE FUTURE STATE CIO: HOW THE ROLE WILL DRIVE INNOVATIONBUY-IN“It actually seemed very promising as we

36、 were going through the sessions, and then when it got time to do the proof of concept, it feels like people arent leaning in as much. Were working through that right now, to say, We actually need a couple partners to execute with us, and folks arent jumping up and down to do that. It could be an in

37、dication that they dont see the value in it, or maybe its threatening.”Figure 5. The high cost of technology debtPlease indicate your level of agreement with the following statements:51%49%46%31%29%23%20%20%20%20%17%14% 14%14%14%17%0%0%0%0%Technology debt in our legacy systems makes our organization

38、 much less responsive to changes in our marketTechnology debt in our legacy systemgreatly limits our ability to migrate to new technologiesTechnology debt in our legacy systems severely limits our ability to add new functionality toour systemsTechnology debt in our legacy system severely limits our

39、IT functions ability to be innovativeStrongly agreeAgreeNeither agree nor disagreeDisagreeStrongly disagreeHow can state CIOs overcome these common barriers and become brokers of innovation and supporters of outcomes? The NASCIO-Accenture research points to the critical role of culture along with fi

40、ve other success factors.THE FUTURE STATE CIO: HOW THE ROLE WILL DRIVE INNOVATIONKEY FACTORS FOR SUCCESSFUL INNOVATIONInnovation is about applying a radical new idea or applying an existing idea in a new way a goal often at odds with governments risk-averse organizational design and culture. Thus,ta

41、ckling culture obstacles and nurturing culture change underpins all successful innovation. We will share a number of “Culture Considerations” throughout the balance of the report, along with five other factors essential to successful innovation:EXECUTIVE SUPPORTGOVERNANCEFUNDINGECOSYSTEMNEW SKILLS11

42、THE FUTURE STATE CIO: HOW THE ROLE WILL DRIVE INNOVATIONTHE FUTURE STATE CIO: HOW THE ROLE WILL DRIVE INNOVATION1EXECUTIVE SUPPORTTwenty-six percent of state CIOs said innovation was a stated priority for their administration, while 47 percent said it was a priority but not explicitly stated as such

43、 (see Figure 6). Executive support helps give these CIOs the ability to drive innovation. Some administrations stand out for their public commitment to innovation.Georgia Governor Brian Kemp created the Georgia First Commission and tasked it with removing inefficiencies and streamlining government f

44、or businesses in Georgia. This will not only help these businesses to grow but will also make it easier to spur innovation.9Ohio Governor Mike DeWine has created InnovateOhio, an office that acknowledges technology is changing everything and focuses on how the state can adapt to that change and driv

45、e innovation. Led by Lt. Governor Jon Husted, InnovateOhio has prioritized improving the customer experience across all state agencies, using technology to lift all Ohioans in both urban and rural areas and streamlining shared services across all agencies, including improvements in data sharing.10In

46、novation appears to be less of a priority for legislatures, with just 6 percent of state CIOs noting that it is a stated priority and 34 percent reporting that it is a priority but not explicitly stated. How executive support affects a CIO will vary based on state-specific nuances, particularly the

47、differences between centralized and federated models.Figure 6. Innovation: An executive and legislative priority?Has the current adminstration/legislature of your state made innovation a priority?34%26%14%14%6%3%47%46%Yes, it is a stated priorityYes, but it is not explicitly statedNoNot sureAdminist

48、rationLegislatureTHE FUTURE STATE CIO: HOW THE ROLE WILL DRIVE INNOVATIONCULTURE CONSIDERATIONInside and outside state government, human beings are wired to welcome predictability and stability. Compounding that are government incentives, which arent usually designed to promote innovation. Understan

49、dably, workers may focus on following the status quo to avoid punishment versus taking risks for what may seem like non-existent rewards.The state CIO can play an important role in making innovation safe and desirable within government. First, these leaders can continually identify and work to remov

50、e unnecessary bureaucratic barriers to innovative ideas, including creating new rewards for innovative employees. Second, through frequent communication, state CIOs can encourage new thinking, persuade workers to take small risks and allow experimentation that helps the workforce learn by doing.13TH

51、E FUTURE STATE CIO: HOW THE ROLE WILL DRIVE INNOVATIONTHE FUTURE STATE CIO: HOW THE ROLE WILL DRIVE INNOVATION2GOVERNANCEAlmost half of state CIOs (49 percent) reported having a governance structure in place to oversee innovative initiatives. Another 31 percent indicated that they are currently deve

52、loping such a structure. Among those with governance in place, oversight is most commonly held by a cross-functional council or group of managers (53 percent; see Figure 7). Following that is CIO-led governance (35 percent), with the Commonwealth of Pennsylvania providing a real-world example (see s

53、idebar on page 15).Of course, the format of governance varies considerably from state to state, and one size does not fit all. While Pennsylvania uses a CIO-led structure, other states have created an organization that rolls all government agencies into cabinets that help capture innovative ideas. A

54、s one CIO interviewee explained, “We have what is called a governance entity, and it resides in the state CIOs office. In this case, the state CIO is the chair of that entity, with the members from the 10 cabinet agencies, including agency CIOs. We have 130+ state entities, all rolling up to 10 cabi

55、net agencies.”Some states have created specific entities within an agency to help capture innovation opportunities. As another interviewee noted, “We created a governance section within our agency. We coupled it with our customer engagement team. Our goal there was to have our folks that are working

56、 directly with our partner agencies connected with innovation. For example, if we notice that everybodys still shuffling a bunch of paper around government to get signatures and driving up and down the state, maybe our innovation team should explore digital signatures and how we can roll that out fr

57、om an enterprise perspective.”Figure 7. Governing innovationDoes your organization have a governance structure to oversee innovation initiatives as they move from idea to implementation?Who oversees your innovation governance structure? (Select all)49%53%31%20%35%29%18%12%12%6%THE FUTURE STATE CIO:

58、HOW THE ROLE WILL DRIVE INNOVATIONPENNSYLVANIAJOHN MACMILLANDeputy Secretary for Information Technology and CIOThe Commonwealth of Pennsylvania has implemented a CIO-led governance structure, with a four-step process for advancing innovation:Collecting demand. At present, Pennsylvania is using a pro

59、ject and portfolio tool. But as MacMillan explains, he sees an opportunity to begin the process even sooner: “By the time youre there, youre a little late in the ideation process. We know that idea tracking starts far earlier than I think Im ready to launch a project.”Evaluating ideas. Once an idea

60、or demand is captured, MacMillan and his team evaluate it in terms of potential outcomes for the citizens and businesses it serves, the program administrators it supports and enables, and then whether the Commonwealth can execute. As MacMillan explains, “Were considering the capabilitiesnot the tech