In Response to Legislative Change, An Agency Establishes A New IT-organization and Business Model

By defining an organization vision and the technologies to support that vision, a government agency was able to fulfill its new legislative responsibilities while spurring greater collaboration between its organization and technology units.


Following the passage of the Dodd-Frank Act, a government agency sought to understand the business implications of the new legislation and to implement the necessary changes. Agency leadership needed help understanding the full scope of the agency’s responsibilities under the new law and defining the necessary technology strategy and road map to fulfill those responsibilities.


First, we helped the client understand the business implications of the new legislation. To define the agency’s business approach to the legislative changes and implications, we led the client through a series of structured visioning workshops. Working closely with thirty participants from five different business units, each responsible for unique elements of the legislation, we helped outline the agency’s future business operations step-by-step. We then helped the client define the technologies to support the new business strategy: we identified the technology projects that would enable the legislation and the program management and governance structures to support them. Furthermore, we helped develop detailed cost estimates, project timelines, and resource requirements, as well as an implementation road map for the technology program.

Over the course of a year, we worked closely with the client to implement key elements of the technology program, including the technical architecture and contingency plans. We helped troubleshoot stalled subprojects, provided ongoing guidance to the technology program leadership, and lent our expertise to resolve critical issues. All the while, we helped the client build its capabilities—for example, by training more than one-thousand agency staff members on the legislation and by co-creating a new agile software development approach that promotes close collaboration between the business and technology units.


To date, the client has successfully implemented all legislative provisions on time. The teams are working more collaboratively than ever before, with one senior agency leader remarking, “Teams are making progress faster than I’ve ever seen in this agency.” Some initiatives will take four or five years to implement fully, but the first audit of the technology program conducted by an independent government entity yielded highly positive results. The program is on schedule, with major new systems set to go live within twelve months.