I’ve always been a firm believer that business goals and objectives must drive the technical requirements and solutions.
Agencies are continually challenged to do more with less, improve the delivery of services to their constituents, and be able to respond to accelerated policy change simultaneously. Sequestration is simply emphasizing these challenges, once again. Regardless of how long it lasts, and how painful the cuts are, this has already proven to be the case. Of course, the deeper the cuts, the more challenged agencies will be.
Our government, at every level, has to deal with change on a daily basis. It’s not only budget cuts and legislative changes; people with deep domain expertise are retiring and there’s a continual fear of antiquated systems failing. On top of the very real, present day challenges facing public sector, our government agencies have to be able to deal with any type of unforeseen crisis or natural disaster. Meanwhile, in the private sector, change has been driven largely by constant competitive pressures.
Change is constant in public sector.
We have established a leadership position in this market in the areas of pension, unemployment, tax and transportation, as well as many federal agency missions and international government agencies. With Pega, agencies have the ability to progressively, yet rapidly, modernize their systems, one functional component at a time, and because Pega technology is “insanely open” you can integrate with antiquated, legacy environments and leverage the investments made in existing technology. Today, there are both public and private sector organizations that are looking to completely transform their approach to mission critical system development using our technology. Proving success early and often is only the beginning of what public sector can accomplish.
The ability to swiftly respond to whatever change needs to be accommodated – including sequestration, the retirement tsunami, new policy, increased demand for services, or new services – becomes as constant as change is itself in public sector. In order to hurdle these challenges, agencies need advanced technology that allows domain experts to directly capture their objectives and layer their specific business rules. Agencies need to embrace technology to let both the business and IT truly collaborate on the development of a system, enabling them to each focus on their core strengths and knowledge.
Imagine the innovation that could take shape if an agency modernized a piece of their critical business every two or three months, and agency domain experts and IT truly collaborated together in the process. Imagine if they had the ability to layer business rules how they are needed – and being able to re-use everything by only specifying what is different. The one constant in public sector – change – becomes the business driver for technology. Technology becomes the enabler for change. You can understand why I am excited for the future here at Pega!