Sustaining E-Government Transformation David M. Wennergren Chief Information Officer, United States Department of the Navy Vice Chair United States Federal CIO Council North American Day 2006

“…the great thing in this world is not so much where we stand, as in what direction we are moving... We must sail sometimes with the wind and some- times against it – but we must sail, and not drift, nor lie at anchor.” “…the great thing in this world is not so much where we stand, as in what direction we are moving... We must sail sometimes with the wind and some- times against it – but we must sail, and not drift, nor lie at anchor.” - Oliver Wendell Holmes

The CIO’s Portfolio

Strategic Leadership Commitment President’s Management Agenda Strategic Management of Human Capital Competitive Sourcing Improved Financial Performance Expanded Electronic Government Budget and Performance Integration “Our success depends on agencies working as a team across traditional boundaries to better serve the American people, focusing on citizens rather than individual agency needs …. using E-Government to create more cost- effective and efficient ways.” - President George W. Bush

Federal CIO Council Membership: –28 Agency CIOs (Cabinet Agencies and Military Departments) –General Services Administration as Ex-Officio Member Executive Committee –Establishing/Prioritizing Agenda –Creating Strategic Plan Committees –Architecture and Infrastructure Committee –IT Workforce Committee –Best Practices Committee Strategic Leadership Commitment

People must be motivated to step out of their comfort zone Leaders must see the need for change Ensuring a frank discussion of potentially unpleasant facts –Outsiders often relied upon to bring unwanted information –Status quo must seem more dangerous than launching into the unknown Transformation process cannot succeed without a strong sense of urgency –Management must be convinced that business as usual is totally unacceptable Creating a Sense of Urgency … A Call to Action

E-Government Initiatives Government to Government  Grants.gov  Geospatial One-Stop  Disaster Management  SAFECOM  E-Vital Government to Business  E-Rulemaking  Expanding Electronic Tax Products For Businesses  Federal Asset Sales  International Trade Process Streamlining  Business Gateway  Consolidated Health Informatics Government to Citizen  Recreation One-Stop  GovBenefits.gov  E-Loans  IRS Free File  USA Services Internal Efficiency & Effectiveness  E-Training  Recruitment One-Stop  Enterprise Human Resources Integration  E-Clearance  E-Payroll  E-Travel  Integrated Acquisition Environment  E-Records Management Cross-Cutting  E-Authentication

Finding Leverage Points; Creating Forcing Functions The Lines of Business (LoBs) take an architecture-based approach to identifying, developing, and providing common solutions and components across the government Current Lines Of Business  Human Resources Management  Financial Management  Grants Management  Case Management  Federal Health Architecture  Information Systems Security New Lines of Business  IT Infrastructure  Geospatial  Budgeting

Sowing the Seeds of Change Moving with Speed Alignment with Industry The Power of Storytelling Status Quo Gets a Bye Sustaining E-Government Transformation

THE NEW IDEA Cultural C hange EXPECTATIONS PERFORMANCE LEVEL TIME BASELINE PERFORMANCE

THE “PEOPLE” CHALLENGE OF CHANGE (PARAPHRASING KING WHITNEY, JR.) PRESIDENT, PERSONAL LABORATORY, INC.  To the fearful it is threatening, because it means things could get worse.  To the hopeful it is encouraging, because it means things could get better.  To the lazy it is irritating, because it means work either way.  To the confident it is inspiring, because the challenge exists to make things better. CHANGE HAS CONSIDERABLE PSYCHOLOGICAL IMPACT REPRINTED Wall Street Journal 6/7/67

Aligning the entire organization to a shared purpose – “The Main Thing” –A common and unifying concept to which every unit can contribute Vertical alignment – rapid deployment of business strategy – manifested in the actions of employees –Strategies determined by customers; shaped by employees –Energizing people, providing direction and offering opportunities for involvement –Feedback mechanism Horizontal alignment –Continually improved processes –Meeting or anticipating customer requirements –Working across organization and functional boundaries –“Bringing the customer inside” Reviews to monitor progress “Whether it comes from the top, the middle, or somewhere else, positive leadership and energy are required to move people to action.” Alignment

Execution… PMA Scorecard Green: Meets all the standards of success Yellow: Achieved some, but not all, of the criteria Red: Has any one of a number of serious flaws

E xecution… a systematic way of exploring reality and acting on it  7 Essential Behaviors of Leaders 1.Know your people and your business 2.Insist on realism 3.Set clear goals and priorities 4.Follow through 5.Reward the doers 6.Expand people’s capabilities 7.Know yourself… (it takes emotional fortitude)  Strategic Plans – A Tool: A good strategy process is one of the best devices to teach people about execution. It makes the mind better at detecting change.  Most efforts at cultural change fail because they are not linked to improving business outcome. - Larry Bossidy and Ram Charan - Execution “Leaders get the behaviors they exhibit and tolerate.”

DON CIO: CHARTING THE COURSE FOR EFFECTIVE INFORMATION MANAGEMENT WITHIN THE DEPARTMENT OF THE NAVY (703) (703)