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Build Momentum in the
Transition to Digital
Government
Dean Lacheca Rick Howard Mike Brown

Sr Director Analyst VP, Team Manager Sr Director Analyst
“The COVID crisis has
massively accelerated
some pre-existing trends,
in particular
digitalization.”
OECD | The territorial impact of COVID-19: Managing the crisis across levels
of government | 2020
4 © 2021 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Covid-19 Impact on Digital Business Initiatives
39% 48% 50%

Transform Increase Cost
60% 69%
Business Operational
Model
Investment Optimization
Excellence
Acceleration
Source: Gartner View from the Board of Directors 2021

Q02. What kind of impact do disruptions caused by COVID-19 have on your organization’s digital business initiatives? n = 260, All Respondents, Excluding Don't know, Multiple responses allowed
The pandemic has
shaped the future of
digital government
Digital Government Acceleration
Pace of change of your digital initiatives as a result of the COVID-19 pandemic
3%
13% Action taken towards business’s digital initiatives
14%
36%
25%
11% 19% 20%
28%
Planning to decrease Reevaluating Same level of Increase investments

investments in digital investments into investments as before into digital initiatives
initiatives digital initiatives. in digital initiatives.
31%
Slower Somewhat slower No change in pace

Somewhat faster Faster Significantly Faster
n=64; Government Respondents, excluding "Unsure/NA".

Source: Gartner 2021 Innovation in Crisis Survey
Getting Value from Data is a Priority, But …
54%
Increasing datadata
Increasing sharing
sharing 43% -11%
40%
DataData quality
quality 28% -12%
33%
ROI from data and analytics
ROI from investment
data and analytics investment 19% -14%
Process efficiency 26%
20%
Risk mitigation or avoidance 26%
22%
Objectives Measured On
Meeting regulatory or business compliance goals 25%
20% Multiple Responses Allowed
Number of analytics applications end-users 24% n = 76, Government Respondents
19% Q05. Which of the following objectives are you
Customer experience improvement 22% personally measured on?
22% Source: Gartner 2020 CDO Survey
21% ID: 20002
Employee experience improvement 15%
Cost optimization, control and/or savings 17%
12%
13% Objectives Successfully Met
Digital product development 12% Multiple Responses Allowed
Data monetization 11%
3% n = 65, Those with objective measurement(Q05)
9% Q06. And which of the following objective(s) have
Reduced time to market 8% you successfully met over the last fiscal year?
Source: Gartner 2020 CDO Survey
Customer retention 5% ID: 20002
5%
Revenue generation or contribution 3%
3%
No objective measurement 15%
15% Have not met any objectives
Other 7%
6%
0% 30% 60%
The Public Sector Adapted
By Accelerating Digital Initiatives
Start Execution Respond to

as Early as Changes
Possible as They But when the
Happen
Adaptive crisis is over
Strategy
will the old
ways return?
Embrace and Involve
Explore Everyone
Uncertainty in Strategy
Benefits from an
accelerated
transition to digital
government
By 2023
over 60% of
governments will have
tripled citizen digital
services,
but less than 25% will
be integrated across
organizational silos
Government Must Become Reliably Proactive to
Increase Trust and Confidence
• Digital acceleration converts data TRUST AND
CONFIDENCE
into insight-driven action: High
– What is about to happen?
– What should happen?
– Where will it happen? Low High
TRANSPARENCY AND
ACCOUNTABILITY
– When will it happen?
– Why will it happen?
– Who is needed to manage it? Low
– How well will we do?
Trust, Agility and Resilience in Government –
Mission Critical Trends for 2021
Trusted Agile Resilient

• Adaptive Security • Anything as a Service • Hyperconnected Public
Services
• Citizen Digital Identity • Accelerated Legacy
Modernization • Operationalized
• Multichannel Citizen
Analytics
Engagement • Case Management as a
Service • Data Sharing as a
Program
Composable Government Enterprise
Top Business Goals in Government for 2021
% of Respondents Who Selected the Goal
Before the onset of COVID-19 As a result of COVID-19 Expected in 2021
49%
47%
46%
42% 44% 44%
40% 39% 41%
38%
34%
31% 31%
31% 30% 31% 29%
23%
18% 19%
16%
16% 15% 16%
15% 16% 15% 16%
13% 14%
10% 11%
3%
Efficiency & Business Product & Innovation & Customer Marketing & Employee Security, Sales Globalization, Business
Cost Growth Service R&D (Cycle Experience Brand Impact Engagement Safety & Risk Performance Expansion Profitability
Optimization (Revenue, Quality Times, Spend) and Mitigation (New and/or (Margin,
Balances, Productivity Customers, Consolidation Income, ROE)
Customers, Retention,
Market Share) Cross-sales)
Q: What were your business's TOP THREE most important business goals at the beginning of 2020, how have they changed as a result of COVID-19, and expected goals in 2021
Digital Government Acceleration
Organizations must set … and prioritize

up for acceleration what to accelerate
Define What
Digital Government Acceleration Means.
Digital Build Back

Catch Up Different
Do what we Do new things that

should have create
done before. Transformation
potential.
Build Back
Postpandemic Transformation Lane Different
Fast Lane
Fix-It Lane Digital

Catch Up
Slow Lane
Exit
Expand
Postpandemic Transformation Lane
• Citizen
Services
Fast Lane • Digital
Automation
Fix-It Lane • Data Insights
Slow Lane
Exit
Automated, Online and Mobile –
Top Digital Government KPIs
% of Respondents who selected the KPI
% of automated business processes that can be executed w/o

manual intervention 50%
How do you
% of self-service customer service interactions 45%
measure
% of clients actively using online/mobile tools 34%
% of paperless business transactions 27% • Fast
23%
• Easy
Number of digital business ecosystem partners
% of products that can be sold via digital channels 19%
aa % increase in operating profits 16% • Accurate?

% of revenues generated via digital business ecosystems 16%
Increase of Net Promoter Score 11%
Q: Since the onset of COVID-19, please select the top 3 most important metrics that you’re tracking in your business to measure the performance of your digital business technology investments.
n=64; Government%Respondents,
improvementexcluding "Unsure/NA" .
in time-to-market
(TTM) 11%
• Enable a
Finish what distributed
Fast Lane government
we started
workforce
Fix-It Lane
Slow Lane
Exit
Plans for Employee Initiatives –
Remote, Flexible, Productive … and Safe
Initiated before COVID-19 Initiated in response to COVID-19 Plan to initiate in 2021 Do not plan to work on this initiative
Navigating issues related to working in a remote environment 16% 59% 9% 16%
Create flexible schedules for employees 32% 41% 21% 6%
Boost employee productivity and efficiency 36% 39% 20% 5%
Improving the safety of government employees 33% 39% 16% 11%
Reducing size of government workforce 20% 26% 18% 36%
Bringing employees back into physical locations 13% 25% 48% 14%
Attracting talent to government positions 48% 23% 16% 13%
Q: In response to the COVID-19 pandemic, please select the response that best describes your business’s plan for the following initiatives
Fast Lane • Strengthen

Ecosystem
Address Partners
Fix-It Lane
vulnerabilities • Accelerate
Legacy
Slow Lane Modernization
Exit
Setting New Priorities While Building Resilience
Reprioritize planned projects/roadmap 18% 56% 15% 11%
Managing ongoing disruption to business operations 26% 45% 23% 6%
Operationalizing and supporting customer forbearance and forgiveness programs

20% 43% 13% 25%
and processes
Cutting costs wherever possible 34% 37% 12% 17%
Designed more flexible cost structures to quickly adapt to economic changes 23% 37% 22% 18%
Redesign organizational structures and workflows to improve efficiency 34% 30% 21% 15%
Reduce dependency on external/third-party consultants 27% 24% 24% 25%
Fast Lane
Fix-It Lane
Keep steady • Continue AI
Slow Lane
for now experiments
Exit
Government Technology Initiatives –
Planning for the Next Crisis
Accelerate investments for COVID-19 response technologies 6% 59% 21% 14%
Modernize the legacy application and infrastructure portfolio 41% 34% 14% 12%
Delay speculative emerging technology implementations 16% 31% 26% 28%
Building a resilient technology framework 38% 30% 22% 10%
Delay long-term technology implementations 11% 28% 26% 35%
Secure additional general funding for IT 28% 27% 27% 18%
Roll out new emerging technology 37% 25% 25% 13%
Government Resilience Migrates to the Cloud
% of Respondents who selected Technology to play a key role in recovery
64%
38% 36%
33%
28% 27% 25% 23%
17%
Q: Which of the following technologies do you expect to play a key role for your business to recover from the COVID-19 pandemic
Fast Lane
Fix-It Lane
Slow Lane
Exit • Cancel poor performing

digital initiatives
Use a Decision Framework
to Prioritize Initiatives For each opportunity
▪ What's the upside?
▪ Is it worth the effort?
Potential Financial Benefit Small Medium Large
• How much will the enterprise save if the action is implemented? Potential to minimally improve cash Potential to moderately improve cash or Potential to significantly improve cash
flow or generate hard/soft savings generate hard/soft savings flow and generate hard/soft savings
• How does the action affect enterprise cash flow?
Mission Impact Negative None Positive

• What impact will this initiative have on business unit leaders or their staff? The initiative will have an adverse The initiative will neither have a positive The initiative will have a positive
impact on mission operations nor negative impact on mission impact on mission operations
• Will this initiative adversely affect mission units’ day-to-day activities or operations? operations
Time Requirement Long term Intermediate term Short term

• Can we capture and realize cost savings within this fiscal year? Savings may be realized either within Expect savings can be realized within Expect savings can be realized within
months or not at all upon full months of full implementation weeks of full implementation
• How do we measure soft savings with this initiative? implementation
Degree of Organizational Risk High Moderate Low

• Will our mission leaders ensure the changes are made? Staff redundancies; reengineering of Limited changes in roles, structures and No staff reduction nor changes in
• Is our enterprise capable of adapting to the changes? processes and structures processes organization and processes
Degree of IT Technical Risk High Moderate Low

• Will the change undermine the ability of our systems to deliver services? Impacts OS, DB, middleware and Impacts few components of the Little more than "moving boxes"
• Will this change cause delays in enterprise operations impacting few or many applications architecture
components of the architecture?
Investment Requirement High Moderate Low/None
• Does the initiative require a large, upfront investment before savings can be The initiative requires a large, upfront The initiative requires a moderate, The initiative requires little to no
realized? investment before savings can be upfront investment before savings can be upfront investment before savings can
• Is the enterprise willing to make an investment at all? realized realized be realized
Reference Toolkit: Using Gartner’s Decision Framework and Scoring for Prioritizing Cost Optimization Initiatives | G00721520
Tabulate Mission Impact/Business Value
of Innovation Options
Show Benefit-Risk Visually – Examples
Reference Toolkit: Using Gartner’s Decision Framework and Scoring for Prioritizing Cost Optimization Initiatives | G00721520
How your
organization can
maintain momentum
in the transition to
digital government
How can you change the course of your digital
government journey from this . . .
Transformation
Episodic Sustained
Optimization
. . . to this?
Transformation
Episodic Sustained
Optimization
Conditions for Sustaining Momentum
in Government Business Directed
Stable source of funding for innovation
initiatives
Vision Proficiency in Enterprise Architecture
Business process management

Governance Center of Excellence
Strategy Roadmap Organizational change management

program
Disciplined approach to performance

analytics and benefit realization
Conditions for Sustaining Momentum
in Government Technology Enabled
Enterprise low-code application
environment
Vision Business technologist development

program
Digital ecosystem modeling

Governance
Strategy Roadmap Co-creation platform for stakeholders
Continuous value delivery
Adaptive Strategy Relies on Adaptive Governance
Adaptive Governance Provides Flexibility to Meet
Business and Regulatory Requirements
Adaptive Governance
Outcomes
Control
Source: Fix Your Governance Mechanisms for Greater Agility | G00732271

Keep Accelerating Digital Innovation
with a 90-Day Action Plan
30
Assess
60
Plan
90
Act
▪ Assess the immediate ▪ Establish digital ▪ Adopt an outcome-based
and sustained shifts in investment program that governance style
organizational priorities maximizes the impact of ▪ Implement your
▪ Assess ongoing, planned recovery funding sustainable momentum
and suspended ▪ Reset the mid-term strategy
technology and digital strategic path to create ▪ Establish a workgroup to
investments using a transformation potential explore longer-term
repeatable, outcome ▪ Form a workgroup to directions of government
focused framework develop a sustainable and how it relates to
momentum strategy today’s investments
Eye on Innovation
Awards
For Government
2021
• Projects Starting Since January

2020
• Innovative use of Data or
Emerging Technologies
• Nominations close July 30th
https://www.gartner.com/en/about/awards/government-eye-on-innovation
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Dean Lacheca Rick Howard Mike Brown

39% 48% 50%

Source: Gartner View from the Board of Directors 2021

Planning to decrease Reevaluating Same level of Increase investments

Slower Somewhat slower No change in pace

n=64; Government Respondents, excluding "Unsure/NA".

Start Execution Respond to

– How well will we do?

Trusted Agile Resilient

Composable Government Enterprise

Before the onset of COVID-19 As a result of COVID-19 Expected in 2021

Organizations must set … and prioritize

Digital Build Back

Do what we Do new things that

Fix-It Lane Digital

% of automated business processes that can be executed w/o

% of products that can be sold via digital channels 19%

aa % increase in operating profits 16% • Accurate?

Navigating issues related to working in a remote environment 16% 59% 9% 16%

Create flexible schedules for employees 32% 41% 21% 6%

Boost employee productivity and efficiency 36% 39% 20% 5%

Improving the safety of government employees 33% 39% 16% 11%

Reducing size of government workforce 20% 26% 18% 36%

Attracting talent to government positions 48% 23% 16% 13%

Fast Lane • Strengthen

Reprioritize planned projects/roadmap 18% 56% 15% 11%

Managing ongoing disruption to business operations 26% 45% 23% 6%

Operationalizing and supporting customer forbearance and forgiveness programs

Cutting costs wherever possible 34% 37% 12% 17%

Reduce dependency on external/third-party consultants 27% 24% 24% 25%

Accelerate investments for COVID-19 response technologies 6% 59% 21% 14%

Delay speculative emerging technology implementations 16% 31% 26% 28%

Building a resilient technology framework 38% 30% 22% 10%

Delay long-term technology implementations 11% 28% 26% 35%

Secure additional general funding for IT 28% 27% 27% 18%

Roll out new emerging technology 37% 25% 25% 13%

Exit • Cancel poor performing

Mission Impact Negative None Positive

Time Requirement Long term Intermediate term Short term

Degree of Organizational Risk High Moderate Low

Degree of IT Technical Risk High Moderate Low

Vision Proficiency in Enterprise Architecture

Business process management

Strategy Roadmap Organizational change management

Disciplined approach to performance

Vision Business technologist development

Digital ecosystem modeling

Strategy Roadmap Co-creation platform for stakeholders

Continuous value delivery

Source: Fix Your Governance Mechanisms for Greater Agility | G00732271

• Projects Starting Since January

Type your question here…

View the global Gartner

U.S.: 1 800 213 4848

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