As technology leaders in the US federal government, you’re no strangers to the complexities and challenges of machinery-of-government (MoG) changes. These changes, akin to M&A in the private sector, involve restructuring agencies, merging departments, and redistributing functions to align with evolving mission priorities. The recent directives from the Trump administration, particularly under the guidance of the Department of Government Efficiency (DOGE), have intensified these changes, prompting significant upheaval across federal agencies. Regardless of political views or legal basis, leaders must be prepared and remain true to the core values of the US civil service.

As President John F. Kennedy said in 1958, “Let us not despair but act. Let us not seek the Republican answer or the Democratic answer but the right answer. Let us not seek to fix the blame for the past — let us accept our own responsibility for the future.”

Understanding MoG Changes

MoG changes, even in jurisdictions where they are common, are often sudden, rarely smooth, and can reduce morale or worse burnout. But if actively managed by public service leaders, they can enhance organizational effectiveness and efficiency by tailoring structures to serve current mission needs. In my latest report, Master The Public Sector’s Machinery-Of-Government Change, my colleague Bobby Cameron and I identified three major mission shifts that US federal agencies are facing and need to respond to:

      1. Establishing a new mission. This involves creating new agencies or reorienting existing ones to address emerging priorities. For example, the establishment of the DOGE itself is a response to the administration’s focus on eliminating government waste and improving efficiency.
      2. Reinforcing an existing mission. This includes merging or rebranding agencies to strengthen their mission. Recent news highlights the consolidation efforts within the Environmental Protection Agency, where significant workforce reductions are being planned to streamline operations.
      3. Modifying the mission objective. This occurs when the scope of an agency’s work changes, often leading to the splitting or abolishing of departments. The recent memo from the Office of Management and Budget and the Office of Personnel Management instructing agencies to submit reorganization plans and prepare for significant reductions in force is a clear example of this type of change.

Common Challenges In MoG Changes

Regardless of the type of mission shift that is driving the MoG change, IT departments in impacted agencies face common challenges:

      • Duplicate systems and infrastructure. Each agency has its own set of applications and technology, leading to increased costs and complexity when integrating systems. Addressing this duplication is crucial for achieving operational efficiency.
      • Legislative and policy barriers. Government policies for data protection, security, and privacy can inhibit successful integration. Ensuring that supporting legislation is in place or exceptions are obtained through proper channels is essential for smooth transitions.
      • Distinct IT organizations. Different agencies have unique operating processes and decision-making structures. Transitioning to a unified IT organization requires careful planning and coordination.
      • Diverse criteria for success. While IT management focuses on operational stability, agency management looks for mission effectiveness. Aligning these criteria is vital for achieving overall success.

Strategies For Successful MoG Changes

To navigate these challenges, we recommend technology leaders in the US federal government, and their stakeholders, adopt the following strategies:

      1. Early planning and due diligence. Begin planning as soon as a MoG change becomes probable. Some patterns are already emerging that can predict the areas DOGE will focus on. Assess existing IT capabilities and develop integration principles and templates to guide decision-making in response to evolving directives.
      2. Align IT with mission goals. Understand the IT investments required by the new mission and revise the IT strategy accordingly. Develop a clear investment plan to build the necessary capabilities and technologies or decommission others.
      3. Establish robust governance. Define the decision-making structure and fill key organizational positions early. Form an integration project team to manage the transition and ensure knowledge transfer or preservation.
      4. Stage integration deliverables. Plan critical milestones in phases to manage implementation risk. Prioritize early savings and synergies while balancing long-term goals. Iterate if necessary, or if directed, to reduce the risk of unintended consequences of the rapid reform models adopted by DOGE.
      5. Measure success based on intentions. Evaluate the success of MoG changes based on improved customer and employee experiences, reduced risk exposure, cost efficiency, and mission success.

Remain Committed To Serving The People

The current wave of MoG changes under the Trump administration presents both challenges and opportunities for the US federal government. By mastering the principles of high-performance IT and aligning technology strategies with mission goals, you can navigate these changes effectively and ensure continuity of operations. Throughout these transformations, it’s crucial to remain steadfast in upholding the core values of civil service, ensuring integrity, accountability, and dedication to the public. Stay proactive, plan early, and focus on delivering value through well-managed change. Forrester remains committed to being at your side and by your side.

Feel free to reach out if you have any questions or need further insights on managing changes in your agency. Forrester has a proud team of analysts that make up our public sector and government community of practice.

Let’s work together to help you achieve mission success.