Problem #12

Failure to take responsibility by the demand department.

D. S. 5 months ago

37 votes

Convinced? Rate this contribution from the community — and help make the best ideas visible.

5 comments

Join the discussion: ask questions, challenge ideas, and add context so the post becomes clearer.

1000 characters remaining

C. H. G.

5 months ago

This comment is certainly not wrong, but it addresses the level of individual IT projects. There is undoubtedly a lot to do there, but the proposal concerns a different level. The department does not need it primarily because of individual projects, but because of leadership and overall governance, as an accelerator, regulator, and clear point of contact for the legislature and society.

O. H.Partner in Crime

5 months ago

I don't quite understand what exactly needs to be adjusted. Can you clarify this?

O. H.Partner in Crime

5 months ago

The responsibility alone will not solve the problem, because these stakeholders simply do not have the capacity to properly take responsibility for such a project. The task should lie with the new department, which will receive only the problem statement and then design a solution using modern product development methodology. It should not replicate the old process but rather redesign it digitally and possess the necessary competencies to implement it in this way. Success will then be measured by clear metrics that are agreed upon in advance.

T. M.

5 months ago

I agree with Dominik. A cultural change is needed in the administration. Today there is mainly a “cover your ass” mentality, so decisions are often routed through multiple committees that don’t have the expertise, but then decisions are made by the majority, thus diluting responsibility among the many. Developing a culture of error would be a start.

D. S.Author

5 months ago

Many IT projects of the federal government fail not because of technology, but because of a lack of responsibility from the requesting department. Responsibility, decisions, and pressure for change are often delegated to IT or external partners. At the same time, processes remain complex, requirements keep changing, and binding decisions are missing. External parties can deliver technology. They cannot, however, provide professional leadership, prioritization, or organizational readiness for change. Successful projects therefore require: * clear subject‑matter ownership * binding decisions * willingness to standardize * sufficient internal resources * responsibility beyond go‑live Without active leadership responsibility from the requesting department, digitalization becomes a technical representation of existing inefficiency.