Reports, analysis, planning, and program management all benefit from data that only needs to be entered or updated once, saving time, labor, and errors. In the end, input, processing, organization, verification, and other related “busy work” that consumes time and money are replaced with innovating, solving problems, and providing direct customer service.

1. Concentrate on the ways in which IT can reshape work and public sector strategies. The skills you need to succeed in IT are complicated and constantly evolving. Governments have a tendency to become inwardly focused and fail to keep up with the innovation that is required in the Information Age due to the large size of many agencies and the checks and balances that have been established to encourage discussion and decision-making.

What not to do. Do not delegate all technology responsibility to technologists, nor should you prioritize internal operations over improving services that are geared toward the outside world or gaining crucial political support.

How to act. Ideally, you should become directly involved in IT projects and work with computer applications as part of your daily routine to learn how digital processing and communications are revolutionizing the workplace and the nature of work.

2. Instead of just automating the problem tactically, use IT for strategic innovation. IT’s enormous potential benefits are frequently jeopardized when it is merely utilized to enshrine outdated organizations and work processes rather than fundamentally redesign them.

What not to do. Don’t neglect more radical innovation in favor of incremental enhancements.

How to act. Push for some essential ten times enhancements, and not simply for 10%. Encourage and safeguard experimentation. Create a strategy for e-government that offers numerous opportunities for “anytime, anywhere” service. Investigate service integration across organizational and program boundaries.

Create self-service options based on technology that are extensive and adaptable.

3. Implement IT initiatives in accordance with best practices. Even though the most challenging issues have been political rather than technological, the failure rate of IT initiatives has frequently been alarming.

What not to do. Try not to move toward IT as essentially an innovation issue, and don’t designate IT projects dominatingly to innovation trained professionals.

How to act. Recognize that change management issues typically arise when technology is implemented. The majority of major IT projects should be overseen by general managers and leaders with strong political skills. You want pioneers who can definitively manage authoritative clash and spending plan issues.

4. Enhance the financing and budgeting of promising IT initiatives. By zeroing in on gradual yearly changes to existing projects, government planning makes it hard to put resources into IT drives that offer high worth yet in addition require long haul, cross-organization development.

What not to do. Don’t rely too much on the traditional tax-levy budget to pay for IT.

How to act. Find sources of financing that are appropriate for an economy that is becoming increasingly electronic by analyzing trends in the economy and budget. When direct users of services are the ones who reap the benefits, your analysis should investigate the concept of user charges for service components that are not inherently public. Additionally, investigate budget reforms that would place a greater emphasis on innovation and multiyear, cross-border service integration (through capital funds, revolving funds, shared-risk investments with the private sector, etc.).