Originally delivered at Web Directions Culture in Sydney in 2018, a talk on building adaptability into a matrixed government tech and design team in difficult circumstances.
The theory (given a friendly administration)
➔ Recruit “the best” technologists into
government
➔ Give them a great work environment
➔ Let them do what they do best
➔ WIN
A generic environment...
➔ Fancy computers
➔ Snack bars
➔
➔ Project choice & 20% time
➔ Managers focus on staff’s career development
➔ Clear alignment on goals
Even given a friendly administration:
➔ Who handles performance problems?
➔ Do we recruit the right people?
➔ What kind of practice works here?
➔ How do we make practice consistent?
➔ What about our billability requirements?
During the first year of the new administration
➔ We were reorganized 3 times
➔ Technology Transformation Service
➔ Federal Acquisitions Service
➔ Centers of Excellence
Communities of practice in a flat org
➔ 18F-only guilds with ½ hour weekly meetings
➔ government-wide Communities of Practice
➔ Considered side projects
ContentResearch DevOps Front-End
New standards
➔ All types of CoP open to all within TTS
➔ All CoPs provide advice freely
➔ Official CoPs advice management on the
practice they support.
Communities of practice in a flat org
➔ Guilds with ½ hour weekly meetings
➔ open email Communities of Practice
➔ Considered 20% time for billing purposes
ContentResearch DevOps Front-End
We weren’t serving anyone by signalling
to techies that we were a free-for-all
startup environment.
A new profile for hiring:
➔ People who want to collaborate above all
➔ People whose skills are beyond question
➔ People who make colleagues of clients
➔ People senior enough to have opinions
➔ People who aren’t ashamed to be consultants
Resilient organizations...
➔ Hire with full transparency
➔ Talk about performance openly
➔ Empower the front lines
➔ Open their practices
I worked for President Trump.
I worked in the Trump administration.
I worked for the federal government.
I worked for the American public.