Recoding America

"Software is made by people and for people," my colleagues on the Defense Innovation Board wrote in one of those innumerable reports that have recommended changes in government's approach to technology.

"Software is made by people and for people," my colleagues on the Defense Innovation Board wrote in one of those innumerable reports that have recommended changes in government's approach to technology. Outdated mindset: Government's struggle with technology stems from treating it as a commodity to be purchased rather than a core competency to be developed. This mindset, rooted in the 1960s Brooks Act and subsequent policies, has led to: Overreliance on outsourcing Lack of in-house technical expertise Disconnect between policymakers and implementers Consequences: The result is a government ill-equipped to deliver services in the digital age, leading to: Failed projects like healthcare.gov Inefficient systems that struggle to scale during crises (e.g., unemployment insurance during the pandemic) Erosion of public trust in government's ability to deliver on its promises

Government can, and should, buy commodity software products from companies to handle its basic internal needs, which are not all that different from the needs of the private sector: communication tools, HR and payroll systems, and so on. Kodak Curse: The author draws parallels between government's outsourcing of IT and Eastman Kodak's decision to outsource its IT department in 1989. This "Kodak Curse" has led to: Loss of internal technical expertise Difficulty in managing and overseeing vendors effectively Inability to adapt quickly to changing needs and technologies Core vs. commodity: While it's appropriate to outsource commodity functions, mission-critical software should be treated as a core competency. This requires: Developing internal technical expertise Maintaining ownership and control of critical systems Balancing the use of contractors with in-house capabilities

Clay Shirky once quipped that "waterfall amounts to a pledge by all parties not to learn anything while doing the actual work." Waterfall pitfalls: The traditional waterfall approach to software development in government leads to: Rigidity and inability to adapt to changing needs Long development cycles that result in outdated systems Focus on meeting requirements rather than delivering value Agile alternative: Adopting agile methodologies can help government: Respond more quickly to user needs Deliver working software incrementally Learn and iterate throughout the development process However, shifting to agile requires more than just adopting new methodologies; it requires a cultural change in how government approaches technology projects.

While the government-limiting tactics that have largely backfired are mostly associated with conservatives, when it comes to burdening government, liberals deserve their fair share of the blame. Bureaucratic burden: Both conservative and liberal policies have contributed to excessive bureaucracy: Conservative attempts to limit government power have paradoxically led to more complex processes Liberal policies aimed at ensuring equity…