2015 Public Sector Tech Trends Report

Tech Trends 2015:
The fusion of business and IT
A public sector perspective
#PSTechTrends2015
www.deloitte.com/us/pstechtrends2015

CIO as Chief Integration
Officer
Bridging business and technology, new CxO roles, and
the possibilities of tomorrow with the realities of today.
#PSTechTrends2015

3 Deloitte | Tech Trends 2015: A public sector perspective | @DeloitteGov #PStechtrends2015 Copyright © 2015 Deloitte Development LLC. All rights reserved.
Key takeaways
Intel
• The role of the CIO is evolving as
technology transforms existing business
models and gives rise to new ones
• Who better than the CIO to take
advantage of shifting technologies
and harness them for the business?
• New CxO roles—Chief Digital Officer,
Chief Innovation Officer, Chief Data
Officer—are cropping up with technology
at their core
• CIOs acting as chief integration officers
can serve as the glue linking various
initiatives together
AIG
Brown-
Forman

 Find a champion. Consider starting with agencies or departments that share a
common constituent or line of business.
 Determine infrastructure and organization readiness. Create measureable
criteria for assessing readiness to make the case for keeping, merging, or
discarding existing applications.
 Align your IT efforts with the business. Make sure you understand those
priorities and pursue initiatives that align with them—and work together to
create real momentum.
Moving forward
Public Sector Perspective
In many ways, this trend is even more pertinent to our public sector clients given the disparate, siloed nature
of government and the real need to integrate systems, data and processes. Public sector CIO’s can truly
harness this opportunity to drive significant tangible benefits to both government and citizens.

API Economy
Officer
Integration as a discipline, exposing core assets for reuse,
growth, and innovation.
#PSTechTrends2015

Key takeaways
Web 2.0
• Application programming interfaces (APIs)
are evolving from a development
technique to a business model driver and
boardroom consideration
• The API revolution is upon us, more than
10,000 have been published to-date1
• Core assets can be reused, shared, and
monetized through APIs—creating a
growing need for management platforms
and experts
• The opportunity exists to provoke and
harvest how business services and
underlying APIs can reshape how
organizations compete
Netflix
Federal Data
Services Hub
1ProgrammableWeb, http://www. programmableweb.com/category/ all/apis?order=field_popularity
API Economy

 Actively seek partnerships. Look for opportunities to create communities
around APIs that can eventually become self-sustaining.
 Pilot and prune. Focus on pilots to quickly determine which APIs are having
the biggest impact. Move to quickly abandon those that aren’t.
 Evangelize. Champion API initiatives in order to overcome natural
organizational resistance. Spread the word to others in your ecosystem when
you discover a winning solution to help build interest and momentum.
Moving forward
API Economy
Opening the playing field in the new API economy for public sector can not only create
new, interesting public/private partnerships with the developer community, but also help lower the friction
between government and the constituents they serve.

Ambient Computing
Officer
Harnessing the real potential of the Internet of Things.
#PSTechTrends2015

Key takeaways
ComEd
• IoT is becoming a reality with
connectivity and intelligence increasingly
embedded in assets across the value
chain
• But putting the estimated 11 billion
sensors1 to work is the challenge, along
with deciding which of the 1.5 trillion
objects in the world2 should be
connected and for what purpose
• The goal should not be the Internet of
Everything; it should be the network of
some things, deliberately chosen and
purposely deployed
Nest Labs
Streetline
Bosch SI
1 Karen A. Frenkel, “12 obstacles to the Internet of Things,” CIO Insight, July 30, 2014,
http:// www.cioinsight.com/it-strategy/infrastructure/ slideshows/12-obstacles-to- the-internet-of-things.html, accessed November 12, 2014.
2 Cisco Systems, Inc., Embracing the Internet of Everything to capture your share of $14.4 trillion, February 12, 2013, http://www.cisco.com/
web/about/ac79/docs/innov/IoE_Economy. pdf, accessed November 12, 2014.
Ambient Computing

 Pilot high-value use cases. Start by identifying a labor-intensive effort where
ambient computing could drive major value.
 Learn from public sector peers. Have a conversation with technology leaders
to help you jump-start your own ambient computing initiative—and avoid big
pitfalls along the way.
 Don’t reinvent the wheel. Take advantage of existing infrastructure, data
streams, and communication channels before building anything new.
Moving forward
Ambient Computing
Government plays a crucial role in the ever-evolving ambient computing scene through not only policy
creation, but also through the use of contextual intelligence to help reduce errors and improve the lives and
safety of government workers and citizens alike.

Dimensional Marketing
Officer
Modern marketing brings new challenges in customer
engagement, connectivity, data, and insight.
#PSTechTrends2015

Key takeaways
Insurance
Industry
• A new vision for marketing is being
formed as CMOs and CIOs invest in
technology to reach digitally connected
customers
• Four new dimensions are being added
to original marketing mix: engagement,
connectivity, data, and technology
• Technology and analytics can deliver
convenient, contextual, and hyper-
targeted customer experiences
• CIOs can help deliver analytics, mobile,
social, and web while maintaining
security, reliability, and interoperability
Rocket Fuel
Telstra

 Zero in on the customer. The better you understand your target users,
the more effective your efforts can be across multiple channels.
 Design for an elegant user experience. Focus on delivering rich
customer engagement offerings that aim for a true “win-win” situation
between the constituent and government.
 Measure what matters. Focus on the metrics that can help you
understand what people are actually doing.
Moving forward
While many do not immediately correlate “marketing" with government, the ability to create a customized,
seamless user experience does not evade the public sector and their need to be more highly responsive in
providing omni-channel engagement any where, at any time and on any device is increasingly being
required… even from government.

Software-Defined Everything
Officer
The entire operating environment—server, storage, and
network—can now be virtualized and automated.
#PSTechTrends2015

Key takeaways
Cisco
• The entire operating environment can
now be virtualized and automated,
elevating infrastructure investments from
costs to competitive differentiators
• Savings come from retirement of gear,
shrinking of data center footprints, and
lowering of recurring maintenance costs
• And it’s not just about the cloud; it’s
about removing constraints and being a
platform for growth
• First movers will likely benefit from
greater efficiencies and eventually
reshape how their companies work
Amerisource
Bergen
eBay
Acxiom

Moving forward
 Establish a baseline. Establish solid metrics to help measure progress and
tell a more compelling story.
 Focus on key aspects within the broader picture. Identify focused metrics
from your cloud providers or through focused reporting capabilities featured in
some of the newer technologies you have purchased.
 Take a phased approach. Evaluate automation capabilities as part of the
standard IT refresh cycle or through cloud services adoption.
 Collaborate for success. Learn from the achievements and mistakes of
others—especially when it comes to managing change and driving adoption.
Given the siloed and legacy nature of IT across public sector organizations, this trend may seem too far off
to become a reality… unless. Perhaps the opportunity to truly “leap frog” where they are at today by
deploying new, and increasingly more proven technologies to increase efficiency and effectiveness of IT
operations, present a real opportunity for public sector organizations.

Core Renaissance
Officer
Replatforming, architecting, and revitalizing IT
at the heart of the business.
#PSTechTrends2015

Key takeaways
Sysco
• Core system investment can be the
foundation for growth and new service
development
• 80% of time, energy and budgets are
consumed by the care of existing IT
capabilities1
• Many organizations are modernizing to
pay down technical debt and remove
barriers to performance
• One size does not fit all: replatform,
remediate, revitalize, replace, or
retrench
Electronics
Industry
The Bureau of
Engraving and
Printings
1Bob Evans, “Dear CIO: Is the time bomb in your IT budget about to explode?,” Forbes, January 22, 2013, http://www.forbes.com/ sites/oracle/2013/01/22/dear-cio-is-
the-time-bomb-in-your-it-budget-about-to-explode/, accessed January 14, 2015.
Core Renaissance

 Know which technology assets you already have. Before making any
decisions, consider an asset assessment to identify which technologies are
candidates for consolidation, elimination, outsourcing, or endorsement.
 Have a clear vision for the short and long term. Think about and plan along
both short-term goals as well as long-term enterprise-level vision and core
architecture investments.
 Start with your advocates. Start with internal stakeholders who understand
the vision and need to revitalize the heart of the IT and business footprint.
Moving forward
Core Renaissance
Less than a true renaissance, this trend represents a current revitalization and opportunity for the public
sector to look at its core assets to modernize, mobilize and collaborate. The results could be substantial and
significant, especially if planned for in a thoughtful and strategic manner.

Amplified Intelligence
Officer
Augmenting and enhancing the individual with emerging technologies—
cognitive analytics, visualizations, wearables and beyond.
#PSTechTrends2015

Key takeaways• Artificial intelligence is now a reality, but
the more promising application is not in
replacing workers, but augmenting their
capabilities
• True impact comes from putting insights
to work and changing behavior at the
point where decisions are made
• The human element remains critical to
discovering new patterns and identifying
the questions that should be asked
• Solutions should start from the user
down, not from the data model and
analytics up
University of
Minnesota
Los Angeles
Police
Department
Oil & Gas
Industry

 Identify clear questions. Start with a hypothesis, a specific question.
Amplified intelligence can help accelerate you toward an answer.
 Formulate your path. Implement visualization, and then move on to cross-
system insights; from there, amplified intelligence can play a bigger role.
 Tackle tedium. Identify areas that are repetitive or tedious, and then
determine where a machine could help augment or accelerate tasks.
 Widen your circle. Look at your data and data governance models, and see
where you can leverage data sharing or crowdsourcing to tap into other
internal or external skills that might uncover new insights in your data.
Moving forward
Less than a true renaissance, this trend represents a current revitalization and opportunity for the public
sector to look at its core assets to modernize, mobilize and collaborate. The results could be substantial and
significant, especially if planned for in a thoughtful and strategic manner.

IT Worker of the Future
Officer
STEAM, not just STEM—fine arts
alongside deep technical talent.
#PSTechTrends2015

Key takeaways
AIG
• Scarcity of technical talent is a concern
across many industries as the legacy-
skilled workforce retires and new
technologies emerge
• Companies likely need to cultivate workers
with new habits, incentives, and skills;
hands-on capabilities may trump credentials
• Nature of employment changing: alternative
models include virtual work arrangements,
crowdsourcing, contract work
• Support knowledge sharing by cross-
pollinating teams with a mix of new and
experienced, cross-functional, diverse
workers
GSA
Deloitte

Moving forward
 Experiment in new territory. Choose an area that is not currently mission
critical and experiment with new workforce practices.
 Mix it up. Look for ways to mix up responsibilities that may open the door to new
capabilities and levels of creativity.
 Take a portfolio approach. Start managing your IT workforce like your IT
portfolio as well as aligning your workforce to technology investments.
 Engage in the policy discussion. Educate policymakers on the widening gulf
between what public sector IT leaders need from their workforce and what
they’re allow to do today.
The skills, roles, and requirements of the IT worker of the future are certainly evolving; and accretive
pressures, such as the compensation gap, the “silver tsunami", and maintaining aging systems couldn’t
make this trend more relevant and urgent for the public sector to address head on. Unique and creative
ways to harness talent with next generation skills, will be required if the public sector is able to keep up and
innovate in the years ahead.

Authors

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2015 Public Sector Tech Trends Report

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2015 Public Sector Tech Trends Report