To me, the narrative from OIT is a lot more concise than the article. It is refreshing to see a government IT department that is self-aware, that doesn't believe that it must be the expert for every technical function that exists and that isn't trying to consolidate ever more power over business processes (e.g., compliance) about which it has no expertise.
I genuinely appreciated this article as it included the "people" work that consumes the majority of time behind any new strategy. In this case, it appears a turnover in staff via layoff/rehire coincided with the changes.
When I've seen successful strategic change - especially when changing risk management practices - it's been much less of about any "Martin Luther-esque" document and much more about countless hours spent in:
1. Negotiating with HR and Unions about rewriting every position description
2. Negotiating with vendors on changing their staffing model
3. Negotiating with IG auditors who have their own opinions on how staff should make risk based decisions
Vendors, unions, and auditors may not operate shadow IT, but they can engage in shadow commentary. It takes a significant investment by organization leadership to anticipate their push/feedback.
To me, the narrative from OIT is a lot more concise than the article. It is refreshing to see a government IT department that is self-aware, that doesn't believe that it must be the expert for every technical function that exists and that isn't trying to consolidate ever more power over business processes (e.g., compliance) about which it has no expertise.
I genuinely appreciated this article as it included the "people" work that consumes the majority of time behind any new strategy. In this case, it appears a turnover in staff via layoff/rehire coincided with the changes.
When I've seen successful strategic change - especially when changing risk management practices - it's been much less of about any "Martin Luther-esque" document and much more about countless hours spent in:
1. Negotiating with HR and Unions about rewriting every position description
2. Negotiating with vendors on changing their staffing model
3. Negotiating with IG auditors who have their own opinions on how staff should make risk based decisions
Vendors, unions, and auditors may not operate shadow IT, but they can engage in shadow commentary. It takes a significant investment by organization leadership to anticipate their push/feedback.