Today’s Deputy Minister is the public service equivalent to a corporate CEO—and crucial to driving needed digital advancements in government operations and citizen services. Most, however, assume these responsibilities without much technology experience after moving up the ranks and excelling as policy specialists.
To keep pace with both public service and citizen expectations, a Deputy Minister must understand how best to meet citizen and government needs, with the same urgency as a CEO meets customer and business needs.
IT driven workplace and service delivery modernization takes years of sustained and focused leadership attention backstopped by a long-term financial commitment. These challenges are further complicated by the political reality of short-term election cycles.
While many Deputy Ministers will have gained insight into project management, information technology solutions, procurement and budgeting, very rarely will they have previously dealt with technology transformation. Technological literacy needs to be treated with the same importance and urgency as financial literacy.
Senior government leaders acknowledge that prioritizing IT modernization is challenging. Our aging systems are at increased risk of critical system failures without it. Reactive crisis management can be significantly more difficult and costly than proactive maintenance and upgrades. Crises and issues are an everyday reality, but leaders must be mindful of driving their department’s strategic plan. Deputy Ministers should view technology not as a patchwork of programs and repairs, but as a continuum that enables a more agile, effective and secure approach to work and service delivery.
Deputy Ministers must become proficient in the principles and practices of digital reinvention to enable them to adopt digital platforms to streamline services, enhance citizen engagement, and improve the overall efficiency of government and department operations. Embracing digital government means leveraging technology to make public services more accessible, transparent, and responsive to citizens’ needs as well as ensuring the public service has the tools to deliver.
How can a modern Deputy Minister manage potential technology challenges and solutions while leading transformation? They can start by asking the following four questions.
Is our information secure?
As cyber threats become more sophisticated, understanding cybersecurity frameworks is vital. Deputy Ministers should familiarize themselves with policies and best practices to safeguard government data and services against cyberattacks. This includes ensuring robust security measures are in place to protect sensitive department information and maintain public trust. Additionally, data privacy law and regulations, both national and international, protect citizens’ information. There must be stringent data protection measures that align with the strong culture of privacy within the government In 2024, Treasury Board introduced Canada’s first ever enterprise cyber strategy. Executive buy-in will be crucial to ensure this policy has the best impact on the government.
How can I support my team’s skills development?
Promoting a culture that embraces continuous learning, and technological adaptation is key to progress. Deputy Ministers can lead a skills development culture through supporting modern training programs and initiatives that enhance digital skills across the organization. This not only encourages digital literacy, it also helps to attract, retain and develop skilled IT professionals to build a talented workforce capable of driving digital transformation.
Does the project deliver on the department’s strategic goals?
Effective IT projects and investment governance are crucial. Deputy Ministers have to manage risks, budget effectively, and align technology initiatives with organizational goals. Understanding the governance of technology ensures that projects are executed efficiently and deliver the intended outcomes.
Departments can leverage technology to support strategic planning and policy development. This involves using data analytics and digital tools to inform decision-making and policy formulation. By harnessing the power of data, Deputy Ministers can make more informed and effective decisions.
Using technology to enhance public service delivery is key to the public services’ future success. Deputy Ministers should lead the implementation of digital government services that are accessible, efficient, and user-friendly.
Will the new system be easy for everyone to use?
Using technology to enhance public service delivery is key to the public services’ future success. Deputy Ministers should lead the implementation of digital government services that are accessible, efficient, and user-friendly. This involves designing digital services with the end-user in mind. Citizen-centric digital services that are intuitive better meet the needs of citizens and improve their interactions with, and trust in, government.
Most importantly, Deputy Ministers can’t and shouldn’t do this alone. A collaborative culture across different government departments and agencies can ensure cohesive and inclusive strategies and deliver the best possible results. Additionally, there are external expert stakeholders, including the private sector, who can help. Deputy Ministers should build partnerships and leverage external expertise to drive technological advancements and improve public services.
Canada can look to Denmark for an example. Emphasizing usability, Denmark ensured digital services were convenient and user-friendly. Public-private partnerships, cross government collaboration and educational efforts played an important role in promoting digital adoption and integration. As a result, Denmark ranks among the highest in citizen users and digital public services.
Our new realities
The pace of change is making continuous reinvention the default strategy. The world is in an extended period of instability and insecurity driven by geopolitical conflicts and political division, inflation, public health concerns and the impacts of climate change. Success is no longer a checked box, it’s the ability to constantly adapt to rapid advancement.
Federal departments are massive enterprises, making ongoing technology reinvention essential. By prioritizing cybersecurity, fostering continuous skills development, aligning IT projects with departmental goals, and ensuring user-friendly digital services, Deputy Ministers can unlock long-term efficiencies that better serve citizens. This approach paves the way for an agile, effective, and secure model of work and service delivery.
