Advancing IT modernization across the public sector

In a 2023 report authored by the Government Accountability Office, the department found that legacy systems cost approximately “$337 million annually to operate and maintain.” The report goes on to mention that these legacy systems often rely on outdated programming languages like Common Business Oriented Language (COBOL) and introduce security risks, as unsupported software and hardware contain inherent security vulnerabilities. 

Modernization can help organizations address these vulnerabilities by leveraging emerging technologies like artificial intelligence and machine learning (AI/ML) to analyze vast amounts of data and identify anomalies and patterns indicative of cyberattacks, allowing for proactive mitigation measures. Moreover, IT modernization could help federal leaders meet the goals and objectives outlined in the President’s Management Agenda (PMA). 

For example, the PMA focuses on the need for federal agencies to “deliver excellent, equitable, and secure federal services and customer experiences.” Unfortunately, many citizens face “poorly designed, out-of-date and inequitable government services.” Modernization can help organizations meet the goals set forth by the PMA while also helping agencies: 

• Enhance overall efficiency 
• Improve service delivery 
• Reduce operational costs

As the government and trusted partners work together to mitigate risk and enhance experiences, many leaders must navigate a complex web of policy, budget and workforce constraints. It’s amid this landscape that agencies are building agile, adaptable systems designed to meet the diverse needs of America. 

Emerging technologies can help the government meet these needs. However, as Peter Dunn, chief technology officer for CDW Federal, explains, these technologies must make sense. For example, the Internal Revenue Service (IRS) incorporated AI into its Large Partnership Compliance (LPC) program to best “identify potential compliance risk in the areas of partnership tax, general income tax and accounting, and international tax in a taxpayer segment that historically has been subject to limited examination coverage” due to a lack of resources.  

While AI makes sense in this context, it may not be useful in another, Dunn explains. Pointing out that AI may not be the “right way of answering the mail” for other programs or workloads. 

“In a lot of cases, it’s about improving existing technology,” Dunn said. 

Change management’s not-so-secret role 

Discussions on IT modernization typically focus on technology, often overlooking the importance of change management. But systems should meet emerging needs as well as today’s critical needs. Despite its lack of attention, Dunn highlights change management as a proactive strategy for leaders to tackle future challenges.

“There are a lot of cases where the policy sounds great, everybody thinks it’s a good idea, and then it comes down to ‘How do we implement it? How do we get this across the finish line?’ And sometimes the timelines can be unrealistic,” Dunn said. 

By getting the technology into the hands of federal employees faster and earlier, leaders can troubleshoot and work with superusers to determine how the technology functions in practice and identify areas for improvement. This can lead to a greater understanding of how the technology operates and whether it’s a “future-proof” technology that will enhance citizen experiences. 

By emphasizing change management and collaborating alongside employees, leaders can map out how the technology meets the needs of their audience and see how it connects back to their modernization plans. 

“It’s really about identifying what the problems and needs are and how organizations can solve this over a longer period of time,” said Dunn. 

Moving forward, leaders should take the following steps as they continue on their modernization journey: 

1. Develop a three-to-five-year plan — Define where the organization should be within three to five years. Don’t forget to include critical milestones and measurement tools. 
2. Conduct a formal or informal assessment — Decision-makers should conduct an assessment to understand what an agency’s true needs are. 

As the federal government works toward modernizing existing legacy systems, workloads and applications, trusted private sector partners like CDW are evolving alongside their needs. Previously known as a logistics company, getting computer mice and monitors from Point A to Point B, CDW is investing in their employees with the express goal of becoming the public sector’s “go-to” technology integrator. 

“We work with the systems integrators, and we work with the customers to develop the technology they need today and tomorrow,” Dunn said. “We’re here to find the right solution to solve the customer’s problem.” 

Connect with CDW to learn more about IT modernization by visiting www.cdwg.com/federal.