Читать книгу Digital Government Excellence - Siim Sikkut - Страница 46

We set these targets through our conversations together.

Step one: fix the boring governance stuff. At least half of the job of a national CIO is going to end up being about governance and policy. The broad stroke of mission was to update all of our digital government policies, because nobody had done it in a decade. Our IT policy, our information management policy, our security policies—all of it had never been done right.

Then we had to create new legislation and new policies that would permit the government to steer the ship to where it wants to go digitally. It meant that we should create legal levers in order to be able to go into a department that was rolling out something like a Phoenix and stop it. It was not clear before that we could do it, but we needed to react to this perhaps biggest failure or debacle in the history of the public service in Canada. Unfortunately, governments tend to be reactive as an institution. We were able to create new authorities, new policies, and direction in government because we had Phoenix, a big failure. That kind of trigger was necessary.

We needed to create the right governance in order to review all of the budgets, review all of this spend, have the legal right to create a national architecture, and have the departments and the ministries execute against that architecture.

We also decided that we would do a lot of work on artificial intelligence, a lot of work on people to get the right kind of succession planning in place, and so on. It was to be a complete overhaul really.