Enterprise: the wrong bigger picture

In early 2022, the President of Shared Services Canada (SSC) announced that he was retiring. In what has accidentally become a tradition, below are some suggestions for the next president to take on the role: start moving to zero trust networking and away from perimeter defence; enable the rapid, secure adoption of third-party software-as-a-service tools at scale; and incrementally make SSC services optional instead of mandatory.

Last week, Kathryn May published an article in Policy Options titled “Speaking truth to power discouraged in public service”, based on a recent report from the Institute on Governance. It lines up with a consistent observation: public servants are frequently unable to provide fearless advice to the more senior public servants above them, let alone to political leaders and ministers several steps further removed. That has important consequences for the effectiveness of our public service work.

When I rejoined the federal government in 2016, our team’s desks were around the corner from a large team working on a financial management transformation project – the walls of their area covered in mesmerizing, plotter-printed posters. This was my first introduction to enterprise architecture. If you haven’t worked in government IT, it can be hard to describe, but if you’ve seen business capability models, target state architectures, TOGAF frameworks, or architecture review committee presentation decks, hello. You’ve met enterprise architecture.

A few years back I remember reading about bike infrastructure improvements in Seville, Spain, where the city had built 80 kilometres of protected bicycle lanes in 18 months. The key to Seville’s approach was starting and finishing the infrastructure project within a single mayoral political term. Government IT projects could learn a lot from this. DM and ADM turnover is estimated at 1-3 years in the same department; most major IT projects outlast the executives that are nominally in charge of them. With no one dedicated at the helm, a project’s own momentum can easily carry it along a failure-bound trajectory for years.