埃森哲-国家首席信息官的未来（英文）28页_16mb

THE FUTURE STATE CIO: A Summary

Core Content

The Future State CIO report explores how state Chief Information Officers (CIOs) are evolving from traditional "mechanics" of IT systems to "brokers" and "drivers" of innovation. It highlights the need for state CIOs to lead change, foster collaboration, and implement new technologies to better serve citizens and improve government operations in an era of unprecedented transformation.

Main Points

1. The Changing Role of the CIO

• State CIOs are transitioning from maintaining legacy systems to driving innovation.
• The metaphor of a "1970s sedan" illustrates the outdated nature of many state IT systems, which are slow, inefficient, and lacking in modern capabilities.
• CIOs now need to be more than just technical experts—they must be change leaders, convener of partnerships, and advocates for new approaches.

2. Forces of Change in State Government

• Aging Population: Increased demand for government services with a shrinking workforce.
• Economic Constraints: Many states are still recovering from the last recession, with only 34 states fully recovering.
• Cyber Threats: Governments face growing risks from cyberattacks, ransomware, and data breaches.
• Citizen Expectations: Citizens now expect personalized, seamless digital experiences similar to those provided by private sector leaders like Amazon and Uber.
• Data Growth: Governments are generating and managing unprecedented volumes of data, which can be a valuable asset if properly harnessed.

3. Innovation as a Key Priority

• Innovation is defined by novelty, implementation, and success.
• State CIOs recognize innovation as a critical part of their role, with 83% considering it important or very important.
• However, only 14% report extensive innovation activities, indicating a gap between perception and practice.

4. Barriers to Innovation

• Culture: Many state CIOs report that the traditional, risk-averse culture resists change and innovation.
• Technology Debt: Legacy systems with outdated technologies like Windows NT or Windows 2003 hinder innovation.
• Funding: Only 26% of CIOs have dedicated funding for innovation, with 51% reporting no funding at all.
• Governance: While 49% have a governance structure for innovation, 31% are still in the process of developing one.
• Skills Gap: 46% of CIOs identify skills as a top barrier, with 75% struggling to find the right talent.

Key Strategies for Innovation

1. CIO as a Broker of Innovation

• CIOs are encouraged to adopt a broker model, which allows them to source the best solutions from the market and collaborate across agencies.
• This model provides greater flexibility and innovation capacity by reducing internal constraints.

2. Two-Speed or Multi-Speed IT

• This approach combines traditional IT operations with accelerated innovation tracks.
• It enables states to maintain mission-critical systems while exploring new digital opportunities.

3. Building an Innovation Ecosystem

• State CIOs should engage a broad range of partners, including employees, agencies, private sector, academia, and citizens.
• Citizen co-creation is underutilized, with only 14% of CIOs ideating with citizens and 3% co-creating with them.
• A virtual government innovation lab could be a useful tool to bring together diverse stakeholders and foster collaboration.

4. Cultivating a Culture of Innovation

• A culture that encourages experimentation, learning, and incremental change is essential.
• CIOs must create safe environments for employees to share ideas and take calculated risks.
• Communication and collaboration are key to building a continuous improvement mindset.

5. Investing in New Skills

• CIOs must develop non-technical skills such as design thinking, change management, relationship management, and marketing.
• Public-private partnerships and apprenticeship programs can help bridge skill gaps.
• AI and advanced analytics are increasingly used in the private sector for personalized learning and skills forecasting, and states should adopt similar strategies.

Conclusion

The report emphasizes that state CIOs are uniquely positioned to lead innovation in government. By addressing cultural, technological, and funding barriers, and by building strong ecosystems and new skill sets, they can transform their organizations and deliver better outcomes for citizens. The future of state IT lies not in replacing legacy systems, but in evolving them through collaboration, agility, and strategic leadership.