Top 10 Strategic Technology Trends for Smart Government Rick Howard Gartner is a registered trademark of Gartner, Inc. or its affiliates. This publication may not be reproduced or distributed in any form without Gartner's prior written permission. If you are authorized to access this publication, your use of it is subject to the Usage Guidelines for Gartner Services posted on gartner.com. The information contained in this publication has been obtained from sources believed to be reliable. Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information and shall have no liability for errors, omissions or inadequacies in such information. This publication consists of the opinions of Gartner's research organization and should not be construed as statements of fact. The opinions expressed herein are subject to change without notice. Although Gartner research may include a discussion of related legal issues, Gartner does not provide legal advice or services and its research should not be construed or used as such. Gartner is a public company, and its shareholders may include firms and funds that have financial interests in entities covered in Gartner research. Gartner's Board of Directors may include senior managers of these firms or funds. Gartner research is produced independently by its research organization without input or influence from these firms, funds or their managers. For further information on the independence and integrity of Gartner research, see "Guiding Principles on Independence and Objectivity."
The Nexus of Forces Is Driving Innovation in Government
The Nexus of Forces Is Driving Innovation in Government
Key Issues 1. What will have the biggest potential for significant enterprise impact over the next three years? 2. Which technologies or trends will drive significant change or disruption? 3. 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? Government CIO Technology Priorities 2013 1. Analytics and BI 2. Legacy Modernization 3. IT Management 4. Collaboration 5. Mobile Devices Gartner Global CIO Survey 2013 (398 Public Sector CIOs)
Hype Cycle for Smart Government, 2013: More Leverage Than Innovation? expectations Employee Use of Social Media in Government Smart Governance Operating Framework Operational Technologies for Government Pace-Layered Application Strategy in Government BPaaS for Government Citizen Data Vaults Gamification in Government Video Content Management and Delivery Systems for Government Surveillance 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 Mobile Device Management Advanced Analytics for Government Open Government Data Government Shared Services Business Intelligence for Performance Management Blended Enterprise Architecture Approach Location-Based Services for Government Enterprise Use of Social Media in Government Innovation Trigger Peak of Inflated Expectations Plateau will be reached in: Trough of Disillusionment time Slope of Enlightenment less than 2 years 2 to 5 years 5 to 10 years more than 10 years As of July 2013 Plateau of Productivity obsolete before plateau From "Hype Cycle for Smart Government, 2013," 22 July 2013 (G00249302)
Four Phases of Technology in Government: Toward Smart and Digital Joined-up Government: Life events Back-office re-engineering Open Government: Transparency, participation, collaboration Community engagement Smart Government: Sustainability Affordability Crossing boundaries Digital Government E-government: Online services Multiple websites 2005 2010 2015+ 2000
Top 10 Strategic Technology Trends for Smart Government 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
Personal Mobile Workplace: Employees Are in Control Mobility isn't about devices or networks. It's about service, innovation S M and changing the concept of "workplace." Bring Your Own DEVICE DATA Photos APPS FRIENDS
Socialization Mobile Citizen Engagement: Use Cases Define Mobile and Social Opportunity S M Tenant-owner Relationships Job Seeking Human interaction Complexity Frequency Existing community/platform Engagement value Clarity of focus and time frame Eligibility Land Registration Traffic Mgmt. Paying Fines Mobilization Frequency/Recurrence Immediacy Automation Simplicity Compelling use Location-based
Actionable Analytics From Big Data: More Than More I C 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? Public Safety: Situation Analysis Crime Detection and Prevention Tax and Revenue: Fraud Detection Financial Management Transportation: Dynamic Road Charging Fleet Management Policymaking: Citizen Sentiment Analysis Real-time Impact Analysis
Cost-effective Open Data: Beyond Public Data Value S I Open Data Big Data Personal Data Web API Social Data Web API Business Data Web API Operational Data Web API Public Data Web API Linked Data Web API Any Data: Data-centric Government Time
Citizen-managed Data: Transferring the Ownership of Information New services, such as citizen data vaults, will provide individuals with access to personal government data outside the context of any single agency transaction. S I M C It's MY data, and I'll share if I want to!
Cost Hybrid IT and Cloud: IT Becomes a Business Agent, Not a Service Provider M C Higher Case/Care Management ERP/Financial Management Human Resource Management Procurement Complex Sensitive Data Deep Integration IT Department Roles: Provider Lower CRM/BPM FOIA Case Management Geospatial Services Virtual Meeting Services Content and Document Management Collaboration Services Email Website Hosting Content-centric Process-centric Commoditized Consumer-centric Collaborative Broker Advisor Value Proposition: Compliance Integration Archit. Coherence Sooner Time to Cloud Later
The Internet of Things: When Objects Anticipate and Negotiate I M C The Internet of things is already here: Connections 2020: >230 billion permanent and intermittent Dropping costs: Audio, video, GPR, Wi-Fi 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 Public Health Clinics Smart Cities Smart Emergency Response
Cross-domain Interoperability: Scalable by Design I C Agency A Internal Process Alignment Interface Alignment Domain Collaborative Process Business layer Information layer Technical layer Alignment Interface Agency B Internal Process Focus on the right information, the right patterns, and the right characteristics for information sharing. Statistical Services Health Care Education and Training Employment Indigenous Affairs Justice Defense Security Natural Resources Community Services Business Support Economic Management Civic Infrastructure International Relations Environment Sport and Recreation Transport Immigration Sources: Australian Government Interoperability Framework Australian Government Architecture Reference Models
BPM for Case Management: How Many Flavors Do You Have? I C ECM/BPM Content/Process Fusion Investigative Cases Collaboration-intensive Cases
Gamification: Connecting Actions to Outcomes S M Gamification: The use of game mechanics in non-game scenarios. Engage Workforce Development Health/Wellness Programs Change Management Skills Training Crowdsourced Solutions Connect Coordinated Care Management Education Public Safety and Security Awareness Resource Recruiting & Retention Employee Onboarding Employee Performance Program Outcomes Management
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.
Recommended Gartner Research Hype Cycle for Smart Government, 2013 Rick Howard and Andrea Di Maio (G00249302) Digital Government Is Both Different From E-Government and More of the Same Andrea Di Maio (G00252158) How the Nexus of Forces Will Impact Government Andrea Di Maio (G00231076) Best Practices for Harnessing Gamification's Potential in the Workplace Elise Olding (G00239672) For more information, stop by Gartner Research Zone.