They’re “becoming digital,” doing the work to embed digital technologies and processes deeper into their organizations. Seventy-seven percent of government agencies say that digital transformation initiatives pushed during the pandemic are already having a positive impact on their organization. COVID-19 propelled many governments into the next stage of digital transformation. What “being digital” looks like for governmentīefore the pandemic, agencies were primarily “doing digital”-that is, leveraging digital technologies to enhance their capabilities but still largely relying on legacy operating models. See the appendix for detailed respondent demographics.
Organizations were then partitioned into high, medium, or low maturity according to a normal distribution. Responses for each pivot were summed together to score their aggregate impact, with higher scores indicating greater maturity. Respondents were asked to rate the degree to which their organization experienced a positive business impact from each of the seven digital pivots. We analyzed these responses to understand the digital maturity of organizations sampled. Respondents also had to indicate they were “very” or “highly” knowledgeable of their organizations’ digital transformations. Qualifying responses came from organizations with at least US$100 million in annual revenue and headcount greater than 500. The survey also included 2,000 executives from the private sector sampled across industries. This study is based on a survey of more than 800 government executives across eight countries with varied sectors and levels of governments (see Appendix). Jason is a proud University of Florida Gator, having received his BS in Decision and Information Services, followed by an MS in Management of Information Technology from the University of Virginia. Recently, Jason was honored to receive the Service to the Citizen AwardTM as Industry Executive of the Year. His work with executives across the private sector and public sectors has helped improve mission effectiveness through data driven transformations. A core tenet of the GPS S&A practice, and one of Jason’s personal drivers, is helping clients unlock the value of data and AI to make key strategic choices and transform in the face of unprecedented disruption. In leading the S&A practice, Jason is actively driving our continued rapid growth, delivering the #1 talent experience to our practice, and fostering a cohesive culture that builds and gives back to our broader communities. GPS S&A collaborates with federal agencies, state and local governments, and higher education institutions to bring integrated strategy, advanced analytics, and cognitive solutions and data assets to bear on clients’ most critical mission challenges. Jason currently leads Deloitte Consulting LLP’s Government & Public Services (GPS) Strategy & Analytics (S&A) practice, comprised of 2,100+ passionate strategy and analytics practitioners located across the country. His commentary has appeared in dozens of major media outlets including the New York Times, Wall Street Journal, and the Washington Post. He coined the term Government 2.0 in a book by the same name. His other books include The Washington Post best seller If We Can Put a Man on the Moon: Getting Big Things Done in Government (Harvard Business Press, 2009), Governing by Network (Brookings, 2004), and The Public Innovator’s Playbook (Deloitte Research 2009). The book, which The Wall Street Journal calls “pulsating with new ideas about civic and business and philanthropic engagement,” was named to ten best books of the year lists. His eight other books include The Solution Revolution: How Government, Business, and Social Enterprises are Teaming up to Solve Society’s Biggest Problems (Harvard Business Review Press 2013).
His latest book is Delivering on Digital: The Innovators and Technologies that are Transforming Government (Deloitte Insights, 2016). Bill is the executive director of Deloitte Services LP’s Center for Government Insights where he is responsible for the firm’s public sector thought leadership.
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