Читать книгу Digital Government Excellence - Siim Sikkut - Страница 59

I think we set up a policy framework and a legislative framework that gives this role the teeth and an ability to avoid another Phoenix if the right leadership and courage is in place. It brings hope that users would not have to suffer the way they have suffered in not getting paid and so on because of Phoenix.

As the result, the role became a deputy minister one during my term. We got it authority to execute and push the otherwise traditional town—the government in Ottawa—to fit the digital age better. These are the preconditions for success for the next CIO, who can now focus less on policy and legislation and more on getting actual change done.

Second, I think that people who bought into the program of doing things differently felt that the work they were doing was meaningful and that they were not bureaucratic robots, even if it was just for a moment of time. I could see it in their eyes; they would also tell me that it felt good to do some real things, because sometimes in a central agency, you do not feel like you are doing real stuff.

Last, I am glad that I am still in touch with a lot of people who worked there. Even if I did make some mistakes, like I became too deadline focused at times, and might then forget the people working for us. That is why it still feels great that we are still talking to one another.