This Biden official wants to root out waste. She says DOGE is doing it all wrong.
Feb 27, 2025
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Ann Lewis, former director of Technology Transformation Services under President Biden, shares her insights on government technology waste. She discusses the pitfalls of ineffective management in reform efforts and the potential for bipartisan solutions. Lewis critiques recent budget cuts and highlights a failed call center project as a prime example of inefficiency. She advocates for aligning government procurement with private-sector practices and emphasizes the need for a cultural shift in viewing technology as an ongoing investment for effective governance.
Ann Lewis highlights the critical misalignment between government procurement decisions and technological expertise, resulting in significant financial waste on projects.
Recent personnel cuts in government technology offices threaten to diminish essential skills necessary for effective tech strategies and reforms.
Deep dives
Concerns About Government Technology Waste
Wasting government resources on technology projects is a significant issue highlighted in discussions about inefficiencies within governmental systems. One striking example underscored involves a call center that required modernization during the pandemic, which was mismanaged to the extent that it resulted in a $400 million contract for a solution that should have cost around $4 million. The misalignment between non-technical workers' procurement decisions and actual technology industry standards exacerbates financial waste. This situation illustrates the pervasive problem where lack of technical expertise leads to misguided investments, emphasizing the need for better-informed decision-making in technology spending within government.
Impact of Organizational Changes on Technology Teams
Recent personnel cuts in government technology offices have raised alarms about the loss of essential skills and knowledgeable team members crucial for implementing effective tech strategies. The firings of individuals who were carefully selected for their expertise have created a vacuum of talent at a time when their understanding of technology and government processes is needed the most. Such drastic reductions not only impact innovation efforts but could also hinder the ability to achieve meaningful reforms in governmental operations. Consequently, the overall effectiveness of technology initiatives is jeopardized due to these abrupt changes, which fail to consider the broader implications for team dynamics and project continuity.
The Clash Between Tech and Government Culture
The tension between technology culture and government norms is particularly pronounced in current discussions around the approach taken by new leadership in tech initiatives. There is a sense that practices focused more on exerting power rather than collaboration diminish the core values typically associated with tech culture, such as innovation and adaptability. The challenge lies in bridging the gap between the fast-paced tech environment and the often slow-moving nature of government bureaucracy. Effective change requires understanding the nuances of both worlds, advocating for clear communication and constructive partnerships to foster meaningful improvements in public service technology.
Ann Lewis has seen the government waste a lot of money on bad technology. As director of Technology Transformation Services under President Joe Biden, her office was tasked with revamping and updating government technology. Lewis says there’s a version of Elon Musk’s Department of Government Efficiency that could have been bipartisan (and less controversial). On POLITICO Tech, Lewis tells host Steven Overly how she thinks Musk should do things differently.