Until the retirement wave hits, however, state and local CIOs are coping with a different problem: how to manage the technology needs of a generationally polarized work force.
It's an oversimplification, of course, because there are plenty of tech-savvy workers of all ages. But the challenge boils down to this:
Workers nearing retirement are at the other end of the spectrum. They know their jobs inside and out, having amassed huge amounts of knowledge about the arcane processes of government. But some of these employees struggle with process and application changes that come with major technology initiatives.
Government CIOs find themselves caught in the middle. Younger workers are chafing at the lack of what they consider fundamental IT tools - and they're likely finding and using their own applications if their employers won't provide them (triggering all manner of security and support headaches). Older workers may not want to move so fast - and probably have valuable institutional knowledge that shouldn't be trampled in the race toward transformation.
Those who've tried the technique say it produces better solutions and strengthens confidence in IT departments. One CIO said he has two business relationship managers on staff, but he could use 10 if he could afford to hire them.
For a discipline that struggles with customer service and return on investment, this approach seems both practical and cost effective. Indeed, an up-close look at departments' staff and how they function in the real world might lead to more satisfaction among tech-savvy employees - whether they're Millennials or baby boomers - and fewer help desk "frequent fliers" among the rest.