The latest episode of Gov Tech Today offers invaluable insights into the expectations, priorities, and operational philosophy of California’s IT leadership, providing a roadmap for how to build effective, strategic, and successful partnerships with the state government.
Here is a link to the YouTube version: https://www.youtube.com/watch?v=lIZXikje2VY
- Understanding the Mindset of California’s CIO: The episode features Liana Bailey-Crimmins, California’s Chief Information Officer and Director of the California Department of Technology (CDT). Hearing directly from her provides insight into the perspective of a major government technology decision-maker with over three decades of experience traversing both the IT and business sides of government.
- Defining a Successful Vendor Partnership: Director Bailey-Crimmins emphasizes that she seeks partners, not just vendors. A successful partner is not transactional but rather focuses on the relationship and the long-term “caring and feeding”. This involves understanding the leader’s priorities and vision and bringing strategic conversations to the table, wanting the government agency to be successful beyond just selling a product.
- The Importance of Authenticity and Relationships: Building relationships over time is crucial in the state government IT industry, as many people stay within the field or move between companies. A successful partner comes from an authentic and genuine place, genuinely caring about the agency, department, and state. They are willing to have frank conversations, even admitting when their product might not be the best fit and potentially directing the client to partners. Honesty about strengths (“we’re really good at A, not the best at B”) is highly valued.
- Listening is Key: Director Bailey-Crimmins highlights the importance of a two-way conversation in a partnership. She uses the analogy of having “two ears and one mouth,” stressing the need for vendors to listen more than they talk.
- Do Your Homework: The “discovery meeting is dead” in the public sector because information is publicly available. Vendors should read strategic plans, budgets, and legislation to understand the department’s needs and align their proposals with specific initiatives like Envision 2026 or Cal Secure. While doing homework is easy due to government transparency, it’s also important to ask questions to understand the “story under the story” and immediate priorities.
- Understanding California’s IT Structure: The state operates under a federated model, where the state CIO reports to the Governor but departmental CIOS manage their own budgets and resources tied to their specific missions (healthcare, transportation, etc.). CDT sets policies and guidelines, acting as a “support agency”. Understanding this structure is vital for navigating procurement and engagement.
- Opportunity in Local Government: The episode points out that counties and cities in California spend more on technology combined than the state does. The state is working on facilitating engagement with local governments, with around 49 city/county municipalities utilizing CDT’s services through contract vehicles. This highlights local government as a significant market not to be overlooked.
- Focus on Problem-Solving and Innovation: Instead of rigidly fitting requirements, vendors should focus on understanding the challenge, goal, or statutory requirement and propose innovative solutions. The state’s RFI squared (Request for Innovative Ideas) process encourages this approach, asking vendors, “How would you solve this problem?”.
- Practical Demonstration Over Presentation: Successful vendors are willing to “get into a sandbox,” get “a little dirty,” and show how their solution works with the state’s own data. This product testing closer to the front end helps both parties make informed decisions before a contract.
- Adapt to Rapid Technological Change: The technology landscape is evolving rapidly. The state is moving away from locking into multi-year, large-scale projects with fixed feature sets. Vendors should think about minimal viable products (MVPs) and shorter increments (6, 12, 18 months) that allow the state to take advantage of the latest technology.
- Be Prepared for Tough Conversations: Successful vendors are willing to have tough conversations about requirements that might limit the bidding pool, offering advice that is in the state’s best interest.
- Understanding California’s AI Strategy: California is a leader in generative AI adoption. The Governor issued an executive order in 2023 establishing guardrails and promoting safe adoption, including a government-managed generative AI sandbox. Vendors interested in AI should understand the state’s approach, its focus on benefits while mitigating bias and security risks, and successful use cases in areas like customer experience, transportation safety, and health and human services. AI is also being used in cybersecurity to defend against AI-powered threats.
- The Human Element: Ultimately, the goal is to put the human back in technology and help Californians. Understanding the real-world impact of government technology on citizens, like students needing broadband or survivors of disasters needing seamless services, provides crucial context for vendors.
In summary, the episode offers invaluable insights into the expectations, priorities, and operational philosophy of California’s IT leadership, providing a roadmap for how technology salespeople can build effective, strategic, and successful partnerships with the state government.
Based on the provided sources, a technology salesperson should listen to this episode for several key reasons:
- Understanding the Mindset of California’s CIO: The episode features Lyanna Bailey Kremens, California’s Chief Information Officer and Director of the California Department of Technology (CDT). Hearing directly from her provides insight into the perspective of a major government technology decision-maker with over three decades of experience traversing both the IT and business sides of government.
- Defining a Successful Vendor Partnership: Director Bailey Kremens emphasizes that she seeks partners, not just vendors. A successful partner is not transactional but rather focuses on the relationship and the long-term “caring and feeding”. This involves understanding the leader’s priorities and vision and bringing strategic conversations to the table, wanting the government agency to be successful beyond just selling a product.
- The Importance of Authenticity and Relationships: Building relationships over time is crucial in the state government IT industry, as many people stay within the field or move between companies. A successful partner comes from an authentic and genuine place, genuinely caring about the agency, department, and state. They are willing to have frank conversations, even admitting when their product might not be the best fit and potentially directing the client to partners. Honesty about strengths (“we’re really good at A, not the best at B”) is highly valued.
- Listening is Key: Director Bailey Kremens highlights the importance of a two-way conversation in a partnership. She uses the analogy of having “two ears and one mouth,” stressing the need for vendors to listen more than they talk.
- Do Your Homework: The “discovery meeting is dead” in the public sector because information is publicly available. Vendors should read strategic plans, budgets, and legislation to understand the department’s needs and align their proposals with specific initiatives like Envision 2026 or Cal Secure. While doing homework is easy due to government transparency, it’s also important to ask questions to understand the “story under the story” and immediate priorities.
- Understanding California’s IT Structure: The state operates under a federated model, where the state CIO reports to the Governor but departmental CIOS manage their own budgets and resources tied to their specific missions (healthcare, transportation, etc.). CDT sets policies and guidelines, acting as a “support agency”. Understanding this structure is vital for navigating procurement and engagement.
- Opportunity in Local Government: The episode points out that counties and cities in California spend more on technology combined than the state does. The state is working on facilitating engagement with local governments, with around 49 city/county municipalities utilizing CDT’s services through contract vehicles. This highlights local government as a significant market not to be overlooked.
- Focus on Problem-Solving and Innovation: Instead of rigidly fitting requirements, vendors should focus on understanding the challenge, goal, or statutory requirement and propose innovative solutions. The state’s RFI squared (Request for Innovative Ideas) process encourages this approach, asking vendors, “How would you solve this problem?”.
- Practical Demonstration Over Presentation: Successful vendors are willing to “get into a sandbox,” get “a little dirty,” and show how their solution works with the state’s own data. This product testing closer to the front end helps both parties make informed decisions before a contract.
- Adapt to Rapid Technological Change: The technology landscape is evolving rapidly. The state is moving away from locking into multi-year, large-scale projects with fixed feature sets. Vendors should think about minimal viable products (MVPs) and shorter increments (6, 12, 18 months) that allow the state to take advantage of the latest technology.
- Be Prepared for Tough Conversations: Successful vendors are willing to have tough conversations about requirements that might limit the bidding pool, offering advice that is in the state’s best interest.
- Understanding California’s AI Strategy: California is a leader in generative AI adoption. The Governor issued an executive order in 2023 establishing guardrails and promoting safe adoption, including a government-managed generative AI sandbox. Vendors interested in AI should understand the state’s approach, its focus on benefits while mitigating bias and security risks, and successful use cases in areas like customer experience, transportation safety, and health and human services. AI is also being used in cybersecurity to defend against AI-powered threats.
- The Human Element: Ultimately, the goal is to put the human back in technology and help Californians. Understanding the real-world impact of government technology on citizens, like students needing broadband or survivors of disasters needing seamless services, provides crucial context for vendors.