Cultural Overhaul: I.T. Modernization in Action

It’s a well-known secret: successful IT modernization is about more than just tech. It’s about people. But, in the rush to upgrade and implement new technology, too often government prioritizes the technical aspect of modernization over the cultural.

“For many government organizations, shifting culture away from one-off purchases and single-purpose implementation is a larger hurdle than actually implementing the technology itself,” says Scott Gray, vice president of information technology and security solutions at Lockheed Martin. “Agencies that see IT modernization more as an organizational and cultural change opportunity will be able to realize a much greater set of benefits.”

To successfully implement IT modernization initiatives, agencies have to address cultural challenges throughout their agency—from leadership to IT departments and, ultimately, to the end users themselves.

Leadership

From technical to cultural considerations, IT modernization is hard for even the most prepared organizations. In order for IT modernization to reach its full potential, there needs to be coherence and cohesion of initiatives throughout each agency.

To this end, it’s important that agencies be able to rely on leaders who understand the full breadth of IT modernization, and who can shape this process. Across government, successful leaders are working with financial experts to ensure their plan is within budget. They consult IT and change management experts to develop a modernization plan that is ambitious yet feasible. Finally, they develop a rigorous set of metrics with which to judge the success of new systems, and are willing to shift approaches if necessary.

“Strong leadership is essential, in all its forms: politically, financially, technically and as an overall change agent,” Gray says. “Leaders need to address technology holistically, not on a piecemeal basis, understanding that successful modernization hinges on complete integration of technology into a long-term plan for success. They must have a clear and realistic vision for where they want the agency to go, and work across divisions to guide their agency during this period of transition.”

IT Departments

The first step to any successful IT modernization program is ensuring that your agency has the technical talent necessary to integrate systems that are creative, efficient and innovative, yet take into account the practical limitations of today’s technology and budgetary climate. Unfortunately, hiring and retaining new top talent remains one of the greatest challenges facing government, and today only 7 percent of the federal workforce is composed of individuals under the age of 30.

To attract the best candidates, agencies need to fundamentally reevaluate their existing hiring process in order to address persistent impediments to hiring qualified candidates, such as the length of the hiring process, special hiring authorities and difficulty of job applications. To help bridge any skill gaps or supplement existing staff, agencies often choose to work with trusted providers that can provide additional expertise and guidance. With data widely recognized as one of the greatest assets to government, federal IT is rapidly evolving, presenting a great opportunity to work with cutting-edge technology alongside technology innovators in order to drive meaningful results.

Beyond protocol, it’s a good idea for agencies to ensure their existing IT employees are appropriately embedded throughout the organization. IT experts need to understand not just the technology itself, but also how end users are engaging with it. By working alongside analysts and program managers, IT personnel across government are able to recognize what is and isn’t working about current systems, allowing them to modernize in a way that is uniquely sensitive to the mission of each agency.

End Users

No matter the sophistication or computing power, IT is only as useful as it is usable. However, too often agencies find employees shying away from newer technology in favor of older solutions with which they are more comfortable. Instead of embracing change, they stick with what they know because, at least in the short run, it seems easier, quicker and less likely to cause errors that might jeopardize agency success—or their job security.

While this attitude might seem a harmless preference, lack of adoption of new solutions actually poses a major problem when it comes to the success of modernization initiatives.

“In order for IT modernization to be successful, the new solutions have to be embraced throughout the organization,” Gray says. “It’s not enough to have just the IT department on board.”

So, how can agencies achieve this? Training is critical, and agencies experiencing greatest success typically develop rigorous training plans from program inception, instead of attempting to tack on training after the fact. Moreover, these agencies ensure managers and and team leaders understand that there will be a learning curve, and work to reward engagement during the learning process. Employees should receive thorough training and be encouraged to experiment in a safe environment, so that they are fully comfortable using new technology by the time it is fully rolled out.

About Lockheed Martin

Modernizing infrastructure means going beyond enterprise systems that just keep up with today’s demands. Lockheed Martin offers solutions made for the future that are suited specifically to our customers’ needs, all while expanding their overall capabilities. Adaptive technology and innovation have made Lockheed Martin the ally for teams facing complex missions. Learn more at www.lockheedmartin.com/IT.

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