Back to TopBack to Top

Utilizing disruptive change within the public sector


With top-down hierarchies, cultural legacies and the lack of a compelling vision, organizational change within the public sector doesn’t come easy.

However, if you ask the folks at Gartner Inc., utilizing digital transformation can be the catalyst for bringing about revolutionary change in citizen services.

And how does one go about this?

According to Gartner, this starts with public sector leaders, including CIOs creating a culture less averse to change. The culture must be unified in vision and direction, as well as manage change effectively over longer time frames.

After conversations with public sector CIOs who have seen success in their digital transformation, Gartner has identified three key recommendations for organizations looking to create change.

Promote a compelling vision

With most public sector organizations lacking a clear “business” strategy, it’s vital the CIO formulates a vision of how technology investments will achieve a desired future state for the organization.

“The best kind of vision should fit on a postcard,” said Olding. It expresses in clear, nontechnical terms on one page what is wrong with the status quo, and outlines a set of activities and investments that will improve things.”

Make change inclusive

In addition to getting executives to buy in, it’s critical CIOs communicate a vision to mid-level management and frontline workers as well. The vision must be presented as an expansion of previous achievements.

According to Gartner, CIOs can better harness the creativity insights of an entire organization when they invite, encourage and support employees at all levels to make the vision a reality.

Alter leadership practices

Embracing change starts with leadership. Getting away from the myth, “that’s how we’ve always done things” will allow for a smoother transition.

“The CIOs who succeed in transforming the business actively confront ingrained behaviours, traditions and legacy processes,” said Olding. They challenge leadership and are successful in instilling a clearly defined sense of urgency around their vision that gains the trust and support of the entire organization, from leadership to frontline workers.”

The following two tabs change content below.
Michael Sutherland-Shaw

Michael Sutherland-Shaw

Marketing Communications Specialist at FreeBalance
Michael works in the marketing and communications department following a career in journalism. Michael is currently learning Ruby on Rails and loves discovering new music.

Leave a Reply