Managing the technology that represents the “next industrial revolution” is a friction point that few in government IT departments can deny or ignore.
Artificial intelligence (AI) and generative AI (GenAI) are already being implemented in numerous applications used by state agencies, requiring new procurement guidelines and training to limit potential risks. But experts warn that avoiding or failing to adopt the latest and greatest technology also comes with risks.
In a discussion last week at the California Public Sector CIO Academy* in Sacramento, state and industry experts weighed in on the pitfalls on both sides and how organizations should move forward.
Accenture's Graeme Finley argues that while there are consistent patterns to note, there is no way to accurately chart the trajectory of entirely new technologies and the companies that create them. Just as with the advent of the typewriter, the automobile, and the steam engine, careful implementation can allow organizations to scale and operate as technology evolves, Finley said.
“It's not your job to try to predict because you can't, it's physically impossible. Your job is to at least know what's going on and keep an eye on the area of emerging normalization,” he says. said.
Finley suggests that CIOs think of themselves as purpose-driven curators of technology, rather than innovators looking to introduce the next big thing.
Jennifer Ott of UiPath agreed, saying that while agencies are in the best position to identify problems within their own processes, technology vendors are best positioned to determine the best use cases for their products. He pointed out that.
“I think you keep coming back to why it's being used and always asking why. That's where you find the money,” Ott said. “What's going on? How can things be made easier? How can things be simplified? How can data and information be delivered at scale, securely, and within the rules you set?” Can we share it?”
Aside from the obvious and often-discussed pitfalls of implementing new technology, Scott Gregory, deputy technical director for the California Department of Forestry and Fire Protection (CAL FIRE), says he wants to take a step back from hardware and software and focus on politics. He also said that we should look at the social situation. It can make a big difference.
“I think it's a big mistake for those of us in this field to only look at things from a technology perspective. To continue to be successful, we have to look at things from a much different angle. Technology is about the simple things. 'The difficult part is obviously the people part,' Gregory said.
He added that CAL FIRE works closely with a group of vendors to demonstrate new advances and ensure they align with the agency's core mission. “Technology for technology’s sake is really a waste of everyone’s time,” he said.
HP's Stephen Pieraldi echoed this sentiment, adding that getting stakeholder buy-in can be the difference between success and failure, especially when it comes to new technology.
“If we can get people to buy into the goals and objectives we are trying to achieve, the technology will either succeed or fail depending on how well we can get people to buy into the idea. “It will be,” he said.
*The California Public Sector CIO Academy is hosted by: government technology, Industry Insider — California Sister publication.
