Presentation on theme: "The Nexus of Forces Is Driving Innovation in Government"— Presentation transcript:
0 Top 10 Strategic Technology Trends for Smart Government Alan GoonEurope SymposiumNovember 11-14, 2013Barcelona, SpainAndrea Di Maio
1 The Nexus of Forces Is Driving Innovation in Government Extreme NetworkingRampant AccessGlobal Class DeliveryRich Context,Deep Insights
2 The Nexus of Forces Is Driving Innovation in Government Extreme NetworkingRampant AccessGlobal Class DeliveryRich Context,Deep Insights
3 Key IssuesWhat will have the biggest potential for significant enterprise impact over the next three years?Which technologies or trends will drive significant change or disruption?Are there changes or tipping points occurring now or over the next one to two years that make the technology newly strategic or widely applicable to government workforce and citizens?A strategic technology is one with the potential for significant impact on the enterprise during the next three years. Factors that denote significant impact include a high potential for disruption to IT or the business, the need for a major dollar investment or the risk of being late to adopt. Companies should factor these technologies into their strategic planning process by asking key questions and making deliberate decisions about them during the next two years. Sometimes the decision will be to do nothing with a particular technology. In other cases, it will be to continue investing in the technology at the current rate. In still other cases, the decision may be to test/pilot or more aggressively adopt/deploy the technology.A strategic technology may be an existing technology that has matured and/or become suitable for a wider range of uses. In the case of a mainstream technology, the strategic decision will likely revolve around product/vendor selection and the degree to which it is incorporated into the broad IT environment. A strategic technology may also be an emerging technology that offers an opportunity for strategic business advantage for early adopters or with potential for significant market disruption in the next five years. In the case of an emerging technology, the strategic decision may be to request funding to evaluate the technology.This presentation highlights technologies that will be strategic for most organizations. It is not a comprehensive list of every technology that is ready for adoption or incorporation into the strategic planning process. Companies should use the list as a starting point and adjust based on their industry, unique business needs, technology adoption model (that is, Type A, B or C company) and other factors.Gartner Global CIO Survey 2013 (398 Public Sector CIOs)
4 Hype Cycle for Smart Government, 2013: More Leverage Than Innovation? Innovation TriggerPeak ofInflated ExpectationsTrough of DisillusionmentSlope of EnlightenmentPlateau of ProductivitytimeexpectationsPlateau will be reached in:less than 2 years2 to 5 years5 to 10 yearsmore than 10 yearsobsoletebefore plateauAs of July 2013Operational Technologies for GovernmentVideo Content Management and Delivery Systems for Government SurveillanceGamification in GovernmentBPaaS for GovernmentCitizen Data VaultsPace-Layered Application Strategy in GovernmentSmart Governance Operating FrameworkEmployee Use of Social Media in GovernmentCitizen DevelopersApplication Portfolio ManagementEnterprise App StoresBig Data Information Management for GovernmentBring Your Own DeviceCloud Computing in GovernmentTablets in GovernmentCross-Agency Case ManagementBPM for GovernmentOpen Government DataGovernment Shared ServicesEnterprise Use of Social Media in GovernmentLocation-Based Services for GovernmentBlended Enterprise Architecture ApproachAdvanced Analytics for GovernmentBusiness Intelligence for Performance ManagementMobile Device ManagementFrom "Hype Cycle for Smart Government, 2013," 22 July 2013 (G )
5 Four Phases of Technology in Government: Toward Smart and Digital Definition: Smart government integrates information, communication and operational technologies to planning, management and operations across multiple domains, process areas and jurisdictions to generate sustainable public value.Smart Government:SustainabilityAffordabilityCrossing boundariesOpen Government:Transparency, participation, collaborationCommunity engagementJoined-up Government:Life eventsBack-office re-engineeringDigital Government2015+E-government:Online servicesMultiple websites201020052000
6 Top 10 Strategic Technology Trends for Smart Government Strategic Imperative: Government agencies should factor the top 10 technologies into their strategic planning process and make deliberate decisions about them during the next two years.This does not necessarily mean adoption and investment in all of the listed technology trends.Top 10 Government Technology TrendsSocialMobileInformationCloud1. Personal Mobile Workplace2. Mobile Citizen Engagement3. Big Data and Actionable Analytics4. Cost-effective Open Data5. Citizen-managed Data6. Hybrid IT and Cloud7. Internet of Things8. Cross-domain Interoperability9. BPM for Case Management10.Gamification for Engagementnnnnnnnnn
7 Personal Mobile Workplace: Employees Are in Control Mobility isn't about devices or networks.It's about service, innovation …… and changing the concept of "workplace."Bring Your OwnDEVICESocial RatingsReputationsRankingsPhotosVideosDATAAPPSFRIENDS
8 Tenant-owner Relationships Mobile Citizen Engagement: Use Cases Define Mobile and Social OpportunityMSTenant-owner RelationshipsJob SeekingTraffic Mgmt.Human interactionComplexityFrequencyExisting community/platformEngagement valueClarity of focus and time frameSocializationEligibilityPaying FinesLand RegistrationMobilizationFrequency/RecurrenceImmediacyAutomationSimplicityCompelling useLocation-based
9 Actionable Analytics From Big Data: More Than More … Descriptive:What happened?What is happening?Diagnostic:Why did it happen?What key relationships?Predictive:What will happen?What if? How risky?Prescriptive:What should happen?How can I optimize?PerishabilityFidelityValidationLinkingPublic Safety:Situation AnalysisCrime Detection and PreventionTax and Revenue:Fraud DetectionFinancial ManagementClassificationContractsTechnologyPervasive UseTransportation:Dynamic Road ChargingFleet ManagementVelocityVolumeVarietyComplexityPolicymaking:Citizen Sentiment AnalysisReal-time Impact AnalysisPerishability — shelf lifeFidelity — reusability of data and resultsValidation — understanding of use caseLinking — relationships between elementsClassification — access controlsContracts — SLATechnology — fragmented toolsPervasive Use — usage levelsVolume — sources x produced dataVariety — different types of structuresVelocity — timing and streamsComplexity — standards, rules, formats
10 Cost-effective Open Data: Beyond Public Data ValueOpen DataBig DataAny Data: Data-centric GovernmentPersonal DataWeb APIBusiness DataWeb APISocial DataWeb APIOperational DataWeb APILinked DataWeb APIPublic DataWeb APITime
11 Citizen-managed Data: Transferring the Ownership of Information Strategic Planning Assumption: By 2014, data vault offerings covering more than one government domain will emerge from at least two global service providers. Widespread adoption will not start before 2016.New services, such as citizen data vaults, will provide individuals with access to personal government data outside the context of any single agency transaction.It's MY data, and I'll share if I want to!
12 Hybrid IT and Cloud: IT Becomes a Business Agent, Not a Service Provider HigherHuman Resource ManagementCase/Care ManagementProcurementERP/Financial ManagementComplexSensitive DataDeep IntegrationIT Department Roles:ProviderBrokerAdvisorValue Proposition:ComplianceIntegrationArchit. CoherenceCRM/BPMFOIA Case ManagementGeospatial ServicesVirtual Meeting ServicesContent-centricProcess-centricCostWebsite HostingCollaboration ServicesContent and Document ManagementCommoditizedConsumer-centricCollaborativeLowerSoonerTime to CloudLater
13 The Internet of Things: When Objects Anticipate and Negotiate MCIThe Internet of things is already here:Connections 2020: >230 billion permanent and intermittentDropping costs: Audio, video, GPR, Wi-FiSmart Public Health ClinicsConnected devices everywhere:Cameras and microphones widely deployedRemote sensing of objects and environmentBuilding and infrastructure managementMore and more applications:Crime detection and preventionPublic services via connected productsSmart CitiesSmart Emergency Response
14 Cross-domain Interoperability: Scalable by Design Focus on the right information, the right patterns, and the right characteristics for information sharing.Source: National Information Exchange Model (NIEM)TechnicalSemanticOrganizationalLegalEuropean Interoperability FrameworkTechnology-independentAligned/linked with whom?Open Standards
15 BPM for Case Management: How Many Flavors Do You Have? IConstituent Relationship ManagementSpecialized Case ManagementSocial Services (High Touch)Criminal InvestigationsFraud DetectionUnstructuredProcessAppeals/Complaint ManagementDisease/Care ManagementProgram SupportVendor ManagementBudget DevelopmentComplianceGrant ManagementPrior Authorization ApprovalPeer ReviewRecords RequestCustomer ServiceLegal CaseworkInsurance ClaimsProcessingSocial Services (Low Touch)Benefits AdministrationStructuredProcessEmployee OnboardingBusiness Process ManagementEnterprise Content ManagementStructured DataUnstructured DataThere isn't one market for case management because all cases are not the same. There are different process areas that are increasingly viewed as case-like. Gartner distinguishes two types of cases. In decision-centric cases, the purpose of the work effort is to make a decision about rights, entitlements, payments, enrollment, priorities, risk or some other high-impact outcome. In investigative cases, the outcome is uncertain; the purpose of the work effort is to identify interaction patterns among data. When the case is created, it often has very little data and structure. As the investigation progresses, data is added and patterns begin to appear. Fraud detection and criminal investigations are leading examples of this type. Both decision-centric and investigative cases have a heavy dependence on semistructured and unstructured information. Two dimensions — workflow and data type — have brought BPMS and ECM vendors into this emerging market. These vendors now compete with traditional industry application specialists. Critical capabilities for case management include: full life cycle control over substantial amounts of content with different file formats captured in different ways (to address regulatory and compliance requirements), event- driven workflow, application interfaces, user/group collaboration, role-based interfaces and strong decision support for managers to monitor and adjust cases. The case itself keeps track of the state of the case and the state of its contributing information resources. Many ECM systems have supported case management for years, but they often fall short on process management and user interaction management. Similarly, BPMS vendors support the workflow and user interaction management needs well, but fall down on content interactions, often needing to partner with others for capture, records management and other capabilities for manipulating content. In other words, imaging, document management, collaboration, archive, records management and workflow automation are all necessary, but they are not sufficient for effective case workload management. Recent BPM/ECM acquisitions thus aim to target case management.Collaboration-intensive CasesInvestigative CasesECM/BPM Content/Process Fusion
16 Gamification: Connecting Actions to Outcomes Gamification: The use of game mechanics in non-game scenarios.Workforce DevelopmentHealth/Wellness ProgramsChange ManagementSkills TrainingCrowdsourced SolutionsEngageCoordinated Care ManagementEducationPublic Safety and Security AwarenessConnectRecruiting & RetentionEmployee OnboardingEmployee PerformanceProgram Outcomes ManagementResourcePhoto: Flickr:, Mavis,Photo: Flickr:, vlima.com,Photo: Flickr:, Cushing Memorial Library and Archives, Texas A&M,
17 RecommendationsEvaluate your IT service catalog, organizational capabilities, application portfolio, and strategic road map relative to the top 10 technology trends.Identify the technologies and services you will continue to support or must acquire, and those you will divest or broker.Define a new set of core capabilities for your IT organization. Structure them in terms of employee productivity, constituent experience, organizational effectiveness, and public value.Manage internal data and leverage external data to quantifiably increase the overall public value of government information.Create an IT organization, operational processes, business relationships, and technologies that make multisourcing options transparent, dynamic, efficient, and effective.
18 Recommended Gartner Research Hype Cycle for Smart Government, Rick Howard and Andrea Di Maio (G )Digital Government Is Both Different From E-Government and More of the Same Andrea Di Maio (G )How the Nexus of Forces Will Impact Government Andrea Di Maio (G )Best Practices for Harnessing Gamification's Potential in the Workplace Elise Olding (G )For more information, stop by Gartner Research Zone.