0. Top 10 Strategic Technology Trends for Smart Government
Alan Goon
Europe Symposium
November 11-14, 2013
Barcelona, Spain
Andrea Di Maio

1. The Nexus of Forces Is Driving Innovation in Government
Extreme Networking
Rampant Access
Global Class Delivery
Rich Context,
Deep Insights

2. The Nexus of Forces Is Driving Innovation in Government
Extreme Networking
Rampant Access
Global Class Delivery
Rich Context,
Deep Insights

3. Key Issues
What 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 Trigger
Peak of
Inflated Expectations
Trough of Disillusionment
Slope of Enlightenment
Plateau of Productivity
time
expectations
Plateau will be reached in:
less than 2 years
2 to 5 years
5 to 10 years
more than 10 years
obsolete
before plateau
As of July 2013
Operational Technologies for Government
Video Content Management and Delivery Systems for Government Surveillance
Gamification in Government
BPaaS for Government
Citizen Data Vaults
Pace-Layered Application Strategy in Government
Smart Governance Operating Framework
Employee Use of Social Media in Government
Citizen Developers
Application Portfolio Management
Enterprise App Stores
Big Data Information Management for Government
Bring Your Own Device
Cloud Computing in Government
Tablets in Government
Cross-Agency Case Management
BPM for Government
Open Government Data
Government Shared Services
Enterprise Use of Social Media in Government
Location-Based Services for Government
Blended Enterprise Architecture Approach
Advanced Analytics for Government
Business Intelligence for Performance Management
Mobile Device Management
From "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:
Sustainability
Affordability
Crossing boundaries
Open Government:
Transparency, participation, collaboration
Community engagement
Joined-up Government:
Life events
Back-office re-engineering
Digital Government
2015+
E-government:
Online services
Multiple websites
2010
2005
2000

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 Trends
Social
Mobile
Information
Cloud
1. Personal Mobile Workplace 
2. Mobile Citizen Engagement
3. Big Data and Actionable Analytics
4. Cost-effective Open Data
5. Citizen-managed Data
6. Hybrid IT and Cloud
7. Internet of Things
8. Cross-domain Interoperability
9. BPM for Case Management
10.Gamification for Engagement n n n n n n n n n

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 Own
DEVICE
Social Ratings
Reputations
Rankings
Photos
Videos
DATA
APPS
FRIENDS

8. Tenant-owner Relationships
Mobile Citizen Engagement: Use Cases Define Mobile and Social Opportunity M S
Tenant-owner Relationships
Job Seeking
Traffic Mgmt.
Human interaction
Complexity
Frequency
Existing community/platform
Engagement value
Clarity of focus and time frame
Socialization
Eligibility
Paying Fines
Land Registration
Mobilization
Frequency/Recurrence
Immediacy
Automation
Simplicity
Compelling use
Location-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?
Perishability
Fidelity
Validation
Linking
Public Safety:
Situation Analysis
Crime Detection and Prevention
Tax and Revenue:
Fraud Detection
Financial Management
Classification
Contracts
Technology
Pervasive Use
Transportation:
Dynamic Road Charging
Fleet Management
Velocity
Volume
Variety
Complexity
Policymaking:
Citizen Sentiment Analysis
Real-time Impact Analysis
Perishability — shelf life
Fidelity — reusability of data and results
Validation — understanding of use case
Linking — relationships between elements
Classification — access controls
Contracts — SLA
Technology — fragmented tools
Pervasive Use — usage levels
Volume — sources x produced data
Variety — different types of structures
Velocity — timing and streams
Complexity — standards, rules, formats

10. Cost-effective Open Data: Beyond Public Data
Value
Open Data
Big Data
Any Data: Data-centric Government
Personal Data
Web API
Business Data
Web API
Social Data
Web API
Operational Data
Web API
Linked Data
Web API
Public Data
Web API
Time

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
Higher
Human Resource Management
Case/Care Management
Procurement
ERP/Financial Management
Complex
Sensitive Data
Deep Integration
IT Department Roles:
Provider
Broker
Advisor
Value Proposition:
Compliance
Integration
Archit. Coherence
CRM/BPM
FOIA Case Management
Geospatial Services
Virtual Meeting Services
Content-centric
Process-centric
Cost
Website Hosting
Collaboration Services
Content and Document Management
Commoditized
Consumer-centric
Collaborative
Lower
Sooner
Time to Cloud
Later

13. The Internet of Things: When Objects Anticipate and NegotiateM C I
The Internet of things is already here:
Connections 2020: >230 billion permanent and intermittent
Dropping costs: Audio, video, GPR, Wi-Fi
Smart Public Health Clinics
Connected devices everywhere:
Cameras and microphones widely deployed
Remote sensing of objects and environment
Building and infrastructure management
More and more applications:
Crime detection and prevention
Public services via connected products
Smart Cities
Smart 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)
Technical
Semantic
Organizational
Legal
European Interoperability Framework
Technology-independent
Aligned/linked with whom?
Open Standards

15. BPM for Case Management: How Many Flavors Do You Have?I
Constituent Relationship Management
Specialized Case Management
Social Services (High Touch)
Criminal Investigations
Fraud Detection
Unstructured
Process
Appeals/Complaint Management
Disease/Care Management
Program Support
Vendor Management
Budget Development
Compliance
Grant Management
Prior Authorization Approval
Peer Review
Records Request
Customer Service
Legal Casework
Insurance Claims
Processing
Social Services (Low Touch)
Benefits Administration
Structured
Process
Employee Onboarding
Business Process Management
Enterprise Content Management
Structured Data
Unstructured Data
There 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 Cases
Investigative Cases
ECM/BPM Content/Process Fusion

16. Gamification: Connecting Actions to Outcomes
Gamification: The use of game mechanics in non-game scenarios.
Workforce Development
Health/Wellness Programs
Change Management
Skills Training
Crowdsourced Solutions
Engage
Coordinated Care Management
Education
Public Safety and Security Awareness
Connect
Recruiting & Retention
Employee Onboarding
Employee Performance
Program Outcomes Management
Resource
Photo: Flickr:, Mavis,
Photo: Flickr:, vlima.com,
Photo: Flickr:, Cushing Memorial Library and Archives, Texas A&M,

17. Recommendations
Evaluate 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.