Technology Adaption Deployment Knowledge Transfer In Governments -

Everybody knows of ‘short-term pain, long-term gain’. However, I think it’s better to reword the message to ‘short-term incremental gains, long-term lasting gains’. Same message reworded in a positive manner to change people’s mindset towards adaption, continuous learning, and to consider themselves as part of the solution. Public’s perception of messages regarding new or proposed projects often starts with negative bias; majority of people just don’t like change especially if it impacts them. Change in government technology is even harder – it changes processes, people’s skills, people’s service ethos, customer expectations of renewed service levels, puts management out of their comfort zones, and much more. This change will also give rise to a generation of new startups who will see governments are open to adapting and becoming world’s best gov-tech; Singapore comes to mind as a shining example. Currently, many cities and governments promote a message of technological innovation, however facts show that less than 15% are actually willing to practice what they preach.

Using a software platform as an example: With many cities and government agencies, it is difficult to replicate the server-less environment in order to see how code will actually perform once deployed. Debugging is more complicated since developers do not have visibility into backend processes, and because the application is broken up into separate, smaller functions. Collectively, all enterprise applications within government agency are too large, grown organically without structure and data-cleanse, and complex. The impact of any major transformation projects is not understood therefore it is hard to set a defined budget and scope, leading to extensive manual testing. Bugs in any module can potentially bring down the entire process. Moreover, since all instances of the application are identical, that bug will impact the availability of the entire application. Monolithic applications have a barrier to adopting new technologies. Changes in frameworks or languages will affect an entire application
therefore extremely expensive in both time and cost. Components cannot be scaled independently.

Our innovation – Microservices architecture, structures an application as a collection of services that are:
  • Highly maintainable and testable
  • Loosely coupled, therefore easy for integration with clients system as an off-the-shelf service or linked, and at low cost deployment and maintenance. Independently deployable, cloud based
  • Organized around business capabilities
  • Owned by a small team, which can be trained in-house, thereby up-skilling the staff of cities and governments.
Benefits –
  • Improved fault isolation:Larger applications can remain mostly unaffected by the failure of a single module.
  • Eliminate vendor or technology lock-in: Microservices provide the flexibility to try out a new technology stack on an individual service as needed. There won’t be as many dependency concerns and rolling back changes becomes much easier. With less code in play, there is more flexibility, enabling the client to try new services and vendors thereby easing the pain-points for many young-innovative companies.
  • Ease of understanding:With added simplicity, developers can better understand the functionality of a service.
  • Smaller and faster deployments:Smaller codebases and scope equals quicker and continuous deployments.
  • Scalability:Since the service-components are independent, most demanded service can be scaled as needed.
Digital Transformation :
  • A digital transformation strategy aims to create the capabilities of fully leveraging the possibilities and opportunities of new technologies and their impact faster, better and in more innovative way in the future. A digital transformation journey needs a staged approach with a clear roadmap, involving a variety of stakeholders, beyond silos and internal/external limitations. This roadmap takes into account that end goals will continue to move as digital transformation de-facto is an ongoing journey, as is change and digital innovation.
  • The development of new competencies revolves around the capacities to be more agile, people-oriented, innovative, customer-centric, streamlined, efficient and able to induce/leverage opportunities to change the status quo and tap into big data and new, increasingly unstructured data sources – and service-driven revenues, with the Internet of Things and Blockchain as a vital enabler.
  • Existing government service sector work mostly on isolation and not having embedded solutions for long term sustainability of services like G2C or G2G and hence some of very critical services like Cloud and Cyber Security service Infrastructure are critical success factor for the Government as part of the Digital Transformation initiatives.
  • Author : Amar Flora Suketu Modi
  • Project Date : February 1, 2021