As public sector IT spending has grown, so too has the frequency of large project failures. Because government operates in a fish bowl, these failures often make headline news and become the subject of fierce debate.

Political leaders then poach successful IT leaders from the private sector because of their experience and competence in dealing with the fallout.

Intense media and political scrutiny is just one of the differences in working environment that make the transition from the private sector so difficult for chief information officers (CIOs).

Initially the better work-life balance and increased training opportunities of non-profit organisations can tempt private sector CIOs. And some join the public sector, despite the lower pay, because they want to make a contribution to society.

IT professionals entering the private sector tend to be well-qualified and highly motivated, and often plan to stay for three to five years before returning to the private sector or retiring.

Yet Gartner predicts that half of CIOs without any prior government experience who join the public sector over the next three years are likely to leave within only 20 months.

Against this backdrop, newcomers to the sector will increase their likelihood of succeeding in it by understanding the very different types of hurdles they are likely to face.

The main difference they will encounter is the power of the political agenda. At the macro level, few governments are driven by the familiar corporate performance metrics, such as increasing profit, revenue or market share.

Metrics in the public sector include votes, voter satisfaction, personal power, ambition for higher office and a desire to improve the lot of constituents. Not all of these objectives are compatible, and the one that is dominant is likely to consume the leadership’s attention, energy and resources.

Added to that, the absence of traditional executive management roles in the public sector can be a challenge.

Even when governments are blessed with visionary and charismatic leaders, if management capability does not exist, CIOs are obliged to explain and justify technology initiatives to leaders who may have little understanding of how technology can help achieve business objectives.

In governments without strong executive managerial leadership, CIOs can struggle because governments are highly process-oriented.

Many decisions are made through the budget process and executed through the procurement, human resources and other processes.

It is important to understand the role CIOs must play in the different business functions.

CIOs who attempt to create a set of processes, such as strategic planning or portfolio management, outside the culturally accepted ones can only be successful if they have a strong executive sponsor who is knowledgeable about what can and cannot be changed.

Those coming into government for the first time should make an assessment of the government’s executive team and its understanding of technology issues and opportunities.

They must also watch out for any historical relationships the chief executive may have with others in the administration, such as, for example, a school friend in the Cabinet who could have more clout than the formal organisation chart suggests.

Unlike most private sector organisations, new leaders are seldom allowed to make substantial personnel changes.

To avoid spending a large proportion of their first year subsumed by staffing issues, CIOs new to the public sector must learn what personnel policies are in place and how they can impede or enable their organisational success.

Just as personnel rules or union contracts limit changes that may be made, government policies may also limit the tools to motivate or discipline staff to improve individual performance.

And last but not least, many private sector CIOs fail to develop a good working relationship with employee unions. Private sector leaders often fail to understand how unions could be potential allies in changing motivational techniques and creating benefit for all.

John Kost is managing vice president of Gartner government and healthcare
research worldwide

How to improve your performance

Gartner’s top 10 best practices for making the transition from the private to the public sector are based on the experiences of some notably successful CIOs.

1. Prove your credibility: Private sector CIOs often bring skills that are lacking in government agencies so demonstrate, through quick wins, what you are capable of.
2. Link the IT agenda to the political agenda: The relationship with the chief executive will be strengthened if he or she understands the CIO can help ensure success.
3. Deliver quick wins: Garner successes in six months or less to
   establish credibility early and demonstrate value by helping others succeed.
4. Create goodwill: Form alliances with human resources personnel to achieve strategic goals.
5. Mind your language: Political leaders are less likely to be techno-savvy than corporate leaders, so avoid technical jargon.
6. Find a friend of a friend: A lobbyist or confidant of the chief executive may not have a formal role but may truly understand what is going on.
7. Manage relationships: Recognise the importance of peer and legislative interaction.
8. Build institutional knowledge into your team: Hiring a deputy or a public information officer with strong institutional knowledge can help avoid many pitfalls.
9. Spend time mentoring: CIOs should create a customer relationship management team in IT to focus staff on the notion of customers. Make it clear that the most business-focused staff members will be recommended for promotion.
10. Create a productive climate: Acknowledge the successes, however small, of individuals and projects.