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The views expressed are those of the author and do not necessarily reflect the views of ASPA as an organization.
By Bill Brantley
June 7, 2016
I recently interviewed William Eggers whose book, Delivering on Digital: A Guide to Government Transformation, will be released in June.
In a world where any song can be played instantly, any product on Earth can arrive to your doorstep in 24 hours, and a ride is never more than three minutes away from your phone, it’s absolutely inconceivable to have the patience of waiting weeks or months when waiting for a product or service.
The bar has been raised so high, and we have become spoiled in our assumptions so suddenly and deeply that for anything to operate less fast, intuitively or efficient than Amazon, Google, Uber, Facebook, Netflix or Airbnb, then it’s an instant death knell that few companies can escape.
Government cannot be immune to this massive change. In a constantly changing, evolving, adapting digital world, some parts of government are still living back in the 90s. This is unacceptable.
But there is hope, lots of hope and it’s because of both the hope and the necessity that I wrote this book.
Call it the “green screen” syndrome. Many government entities continue to handle critical public business processes on computers that today’s IT elite probably wouldn’t even recognize. Large piles of plastic, steel and wire that take up a lot of room and operate in the most unwieldy fashion… with a green screen interface. It’s a world of COBOL systems built decades ago, pre-world wide Web.
They are “legacy systems,” and they have risen to the top of the list of operational concerns when it comes to streamlining and securing how government work gets done. In a rapidly evolving era of “apps” and “clouds,” legacy systems continue to underpin an alarming percentage of the operational and data storage work that government – at all levels – actually does.
Challenges to digital transformation abound: 30-year old legacy computer systems, slow-moving procurement systems and lack of digital skills in the workforce, to name a few. But the biggest obstacle is culture. The digital mindset puts a premium on openness, experimentation and fast failure in order to learn more quickly.
Such a mindset is often at odds with government cultures rooted in rules, regulations and mores that have evolved over decades or even centuries. Whereas a key tenet of digital delivery holds that you don’t know the right approach for users before you test it, the public sector’s requirement-driven culture, often based on legislation, assumes policymakers have all the answers a priori. The bottom line: there’s little reward in the public sector for taking risks and developing digital government can be risky business.
A digital mindset is simply different from the attitudes driving most organizations, especially in the public sector. It’s a different way of thinking about customers; a different way of launching products and services; a different way of working.
Five characteristics tend to be common among individuals and organizations that understand the opportunities inherent in digital transformation: a belief in openness, user-centricity, co-creation, simplicity and agility. In many respects, the digital worldview is as important to the future of government as the labels “conservative” or “liberal” were to its past.
One attitude has driven excellence at Uber, Airbnb, Amazon, Netflix and Apple in the last five years. They start with dedication to the user. It’s the user who pays their bills and so if the user is not happy, or in any way slowed down or frustrated by the technology, then the whole business crumbles. So they design simple and intuitive experiences.
Government services can no longer be rigid. Digital solutions allow us to adapt services to the user. This in turn will enhance trust in government.
The old mindset and lack of user focus can have an unintended negative consequence: loss of trust in government. As Mike Bracken, the founder of U.K.’s Government Digital Service, points out,
“When people stop believing in government, they stop believing in some quite fundamental things about how society works, like paying tax for the good of everyone or obeying the rules of society—these are the natural consequences of government losing the trust of its users.”
Author: Bill Brantley teaches at the University of Maryland (College Park) and the University of Louisville. He also works as a federal employee for the U.S. Patent and Trademark Office. All opinions are his own and do not reflect the opinions of his employers. He can be reached at http://about.me/bbrantley.