Montgomery County Police, Md

Start With the Problem

Government agencies have access to more technology than ever. AI, automation, cloud-based systems, advanced analytics and new communication tools are reshaping how public agencies operate and how we serve our communities. But buying better technology does not automatically make an organization better.

One lesson I have learned is that the hardest part of digital transformation is often not selecting or purchasing the technology. The real challenge is ensuring the organization is ready to use it effectively. That means understanding the problem, engaging employees, reviewing existing processes, communicating with the community, and deciding how success will be measured.

Before looking at a new system or product, leaders should ask a basic question: What problem are we trying to solve? It is easy to be impressed by new technology, especially when a product promises to save time, improve decision-making, or automate work. But if an organization has not clearly defined the problem, it is difficult to determine whether technology is the right solution.

Leaders need to understand how the work is being done today. Where are employees entering the same information more than once? Which processes create unnecessary delays? Which information is difficult to access? Which steps persist because that is how the organization has always done it?

Do Not Automate an Inefficient Process

One of the easiest mistakes to make is replacing an old system while keeping every old process that came with it. A new system may be faster and more capable, but if employees are still taking unnecessary steps, waiting for multiple approvals, or entering the same information in multiple places, the organization has not truly transformed.

Modernization should be an opportunity to review the entire process. Instead of asking how a new system can duplicate what is being done today, leaders should ask how the work should be done if the process were being designed from the beginning. Digital transformation should not simply mean doing yesterday's work with tomorrow's technology.

Listen to the People Doing the Work

Some of the best ideas for improving systems and processes come from the employees who use them daily. Frontline employees often know exactly where the problems lie. They know which steps take too long, where information is lost, and what workarounds have emerged because a process no longer makes sense.

That is why employees should be involved early, not after most major decisions have already been made. Their involvement also supports implementation. People are more likely to support change when they understand why it is happening and believe they have a meaningful opportunity to shape it.

Build Community Understanding Before Implementation

In government, the impact of technology often extends beyond the employees who use it. Residents may have reasonable questions about privacy, sensitive data, retention practices, cybersecurity, and whether a new capability could lead to government overreach.

“The real challenge is ensuring the organization is ready to use it effectively. That means understanding the problem, engaging employees, reviewing existing processes, communicating with the community, and deciding how success will be measured.”

When appropriate, agencies should engage the community before implementation. Leaders should explain why technology is under consideration, how it will be used, and what safeguards will be in place. That includes explaining who can access sensitive information, how long data will be retained, when information can be shared, what auditing or oversight is in place, and what uses are prohibited.

This does not mean everyone will support every new technology. But people should not have to guess how their government intends to use a powerful tool or how their information will be safeguarded. Transparency early in the process can build trust and help leaders identify concerns to address before implementation.

Technology Cannot Belong Only to IT

Major technology projects affect far more than the IT department. They can affect operations, budgets, policy, legal requirements, training, cybersecurity, communications, and staffing.

IT professionals bring critical technical expertise, but operational leaders need to define what the organization needs technology to accomplish. Finance needs to understand long-term costs. Legal and policy teams need to address governance. Training needs to prepare employees. Supervisors need to reinforce expectations after implementation. Technology may be managed by IT, but transformation must be owned by the organization.

Going Live Is Only the Beginning

A successful launch is important, but it should not be the measure of success.

The better questions come afterward. Did technology save employees time? Did it eliminate unnecessary work? Did it improve service to the public?

Technology is ultimately a tool. Its value lies in whether it helps employees do their jobs better and helps the organization serve the public more effectively. A new system can modernize technology. Leadership is what modernizes the organization.