Читать книгу Digital Government Excellence - Siim Sikkut - Страница 48

It was mostly governance and steering. The government CIO role sits at the Treasury Board Secretariat, where all the funds are decided. Departments do not get new funds if they do not follow the policies. So, we had the stick and the carrot right there. There was a whole mechanism for reviewing technology projects along the other spending requests coming in, which we could tap into.

However, we started also delivering some things ourselves as a central agency to show change. We started having a heavier hand in building some AI products so that we could do more than just “that is the policy, and you should follow it.” Instead, it was going to be “here is the policy on AI, here is the framework to use it that we are developing.” For example, we did an Access to Information Portal for all departments that was AI-based.

For me, it was important that I just not preach on a soapbox and the team to get used to not being in an ivory tower, but actually delivering some stuff itself. In a similar way, when we started talking about doing agile procurement and an open procurement for the first time, we did the very first open procurement process in the history of the Government of Canada ourselves. So, we would get our hands dirty, and do policy and architecture at the same time.