In the past few years, rapid innovation has normalized technologies that would have astonished even Isaac Asimov. Machine learning, autonomous drones, gene splicing, cloud computing, and artificial intelligence went from imagination to commercially viable as soon as the infrastructure and hardware were ready.
If technology has transformed the limitations of what is physically possible, the COVID-19 pandemic has transformed how we imagine it. The economy has made an evolutionary shift. The economic system is repurposing itself to become more cloud-based, delivery operated, and decentralized. The changes economic soothsayers predicted for the not-so-distant future have rushed, messily and painfully, into the immediate present. Governments have access to the same technology. They have the same imperative to evolve so they can successfully deliver on their mission in a changing world. This is about more than simply adopting new technologies in government—it is new technology enabling fundamentally new ideas about how government can deliver services and programs.
The progress emerging from the Fourth Industrial Revolution has not been incremental; progress has multiplied. Neural networks for Artificial Intelligence (AI) are a product of cloud computing and massive data collection, for example. To take advantage of this multiplier effect of technology, the public sector will need to adopt new approaches. Here are five key shifts that will enable government to succeed in the post-COVID era:
1.自适应
快节奏的技术和相互联系的经济需要自适应政府。瀑布发展的缓慢速度应屈服于敏捷方法的持续和快速修订。人才应该在项目之间迅速移动，政策应适应新的挑战和机遇。在COVID-19的流行病的曙光中，快速变化的失业福利和刺激支付使大流行也无法转变为驱逐和无家可归的流行。
The COVID-19 crisis has also offered a number of examples of governments displaying agility with workforce management—reassigning workers to overloaded areas such as healthcare and employment, relaxing hiring regulations, and using the full force of digital technology to adapt to virtual workspaces. Swiftly changing conditions will require similarly swift action.
2.两吉尔
Leaders should strive to accomplish their missions now while setting up for the future. We shouldn’t limit modernization to occasions when someone has time and budget or when a crisis or scandal forces an overhaul. Growth and preparation for the future should be an ongoing process, even as realizing goals in the present keeps the mission afloat. In this vein, the Biden administration’s focus on modernizing government IT, including the recent proposal for技术现代化基金的90亿美元 -比2020财政年度获得的2500万美元增长了3600％，这是一个受欢迎的发展。
同时，预期政府helps shift the focus from cleaning up problems to预防他们。数据分析，AI，方案计划和数字双胞胎模拟都可以使政府在爆发前可能针对可能的问题。例如，使用强大的数据集和健康的社会决定因素，政府可以针对最有可能受到阿片类药物危机或退伍军人影响的家庭的服务和干预措施，或者最有可能在街上面临住房不安全感。
3. OPEN
现代技术通过相互繁殖而增长，想法也应该如此。政府机构应接受组织内部和外部的好主意，并共享外部力量可以用来为发现的信息和数据集。政府需要专门的结构来吸引外部生态系统，并接受各种提供者的思想和采购。
随着19日的出现，政府，公民，科学界和私营部门迅速形成生态系统，以找到解决方案。生态系统思维帮助政府规避传统的供应链，以快速访问健康产品，公共数据集使学术界能够建立有用的公共卫生仪表板，而后勤和娱乐管理公司正在合作大规模疫苗接种地点。
4.以人为中心
We learn it when driving: Focus on the distant point, and you’ll ride more smoothly along the way. Whether citizen users or employees, all public-sector projects serve a human in the end. Research and satisfaction studies can help agencies to never lose sight of that primary end user. User Experience Design has served technology projects for ages. The same concept—putting humans first—should form the gravitational center of public-sector work. Rather than having programs that support families and communities after a natural disaster siloed by department, funding, and regulation, reorient the lens to how the disaster victimexperiences改变生活的事件和重建过程。
政府还可以专注于使公民参与更有意义，并将其提升为“参与的阶梯”。这意味着将公民参与从信息共享，投票，咨询和社区参与大规模参与决策。
5. TECH-INSTINCTIVE
技术需要与计划的DNA融为一体。项目应从技术可能性和科学现实的基础开始。公共部门的领导者应该让某人出去，寻找可以为未来动力推动的技术和思想，以便公共机构有时间准备。商业技术可以“旋转”以增加公共部门的工作。
无论政府是否致力于转型，不断变化的世界都需要改变。网络犯罪分子已经劫持了从汽车到厨房电器的所有内容。无人机已被用来犯罪。正如网络违规所示，政府和公司收集的大量数据可能就像有毒废物一样，这是一种暂时的有价值的资产，可以转变为一生的责任。网络安全并不是地下室中IT团队的责任，而是操作设计和任务最终成功不可或缺的一部分。
INFLECTION POINT
这种大流行已被证明具有变革性。这个技术时刻也是如此。为了继续为公民服务，政府将不得不适应和转变。转型将需要在各个机构和部门之外的合作，以及具有类似技术需求的不同管辖区之间的合作。
领导力应该不惧怕梦想创造性的可能性，并欢迎创造的创造力。需要新的方法来解决成熟的问题和不断发展的任务：自适应，两射线，开放，以人为中心和技术本能。随着这些范式的转变，政府可以发展以跟上一个有时似乎正在远离我们所有人的世界。
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迈克·坎宁，，，，德勤咨询有限责任公司校长领导德勤的政府和公共服务（GPS）行业。威廉·D·埃格斯（William D. Eggers）is the Executive Director of the Deloitte Center for Government Insights. Their most recent publication is “建立未来的政府：揭示变革的基础，以变得更加预期，以人为中心和韧性。”