Emerging technologies offer ample opportunity for federal agencies looking to improve the efficiency and effectiveness of service delivery. However, chasing the latest technology without a clear understanding of mission needs may lead agencies to solve the wrong problems—or create new ones. Agencies can achieve greater success by starting with desired mission outcomes, engaging cross-functional stakeholders, and iteratively building solutions with users at the center.
In a recent MeriTalk interview, Ron Leidner, Vice President of Client Engagement at Maximus, shared proven strategies for anchoring technology decisions in mission objectives and delivering transformation that sticks.
Focus on mission first, then technology
Too often, digital modernization efforts begin with "What tech can we buy?" rather than "What mission problem are we solving?" Leidner emphasizes the importance of reframing the conversation.
"A big part of the issue is that people see the problem as IT-driven, so the instinct is to jump to a tech solution," he explained. "But when you do that without clearly defining the business value or outcome you want, you end up with tools that do not help."
The solution lies in establishing collaborative product delivery coalitions—high-performing, cross-functional teams aligned around strategic goals. In this model, IT plays a key support role while the business side leads, with product owners bearing authority and accountability to drive change from day one through deployment.
Turn broad goals into specific outcomes
Program leaders often work to translate broad goals into measurable outcomes. Leidner advises resisting the urge to jump straight to metrics.
"We work with agencies to first decompose the goal and understand what's driving it," he noted. "Take call center volume, for example. We look at the data to identify what are the five biggest call drivers? Which ones are most urgent?"
By addressing top issues incrementally through automation or AI, agencies can achieve significant service level improvements while ensuring efforts focus on what truly moves the mission forward.
Learn from proven successes in agile modernization
Leidner shared a compelling example at a federal financial agency managing two legacy systems where staff were forced to "swivel" between applications and manually enter data from paper records.
Launched in October 2023, the initiative followed a structured framework: blueprint, develop, test, deploy. During a 10-week blueprinting phase, the team collaborated daily with subject matter experts and Salesforce to co-create the solution while pursuing authority to operate (ATO).
"By the end of the blueprinting phase, we had developed a working minimum viable product," Leidner explained.
Just six months later, the first major release entered production. The impact was immediate: case preparation and ingestion times dropped from 10 days to under two hours, saving 620,000 procedural hours. By February 2025, the solution had rolled out to all 50 offices nationwide.
Co-create with end users to prevent shadow IT
Shadow IT and workarounds emerge when tools don't match real-world workflows. Maximus prevents this by involving end users during blueprinting to share workflows and goals while challenging them to rethink outdated processes.
"During biweekly sprint reviews, users see the evolving solution," Leidner said. "This allows small issues to be caught and adjusted before deployment. Shadow IT typically occurs when users are left out of the process."
Make smart AI and automation decisions
While AI can improve efficiency, Leidner emphasizes that business needs must guide AI decisions.
"It's important not to chase the 'bright and shiny,'" he cautioned. "Proving that AI or automation works on a specific task is meaningless if that task doesn't move the mission forward."
The approach starts by examining workflows during blueprinting. When agencies identify clear pain points with defined data, clear value, and measurable outcomes, AI becomes a perfect fit. Otherwise, it only introduces complexity.
Embed change management from the start
Sustained transformation hinges on people, not just platforms. Unlike traditional waterfall development, where change management happens at the end, Leidner embeds communications and training into every stage.
"Change management must start on day one," Leidner stressed. "That begins with understanding your users, their comfort level with change, the training they need, and how to best communicate upcoming changes. Our goal is that on launch day, users know what's coming, they're trained, and they're ready."
Build momentum through quick wins
For agency leaders under pressure to deliver tangible improvements quickly, Leidner recommends three early moves: secure funding for the full journey, build a truly collaborative team with committed business product owners and IT in a support role, and avoid "Big Bang" deployments by defining clear, incremental steps.
"Every agency is different, but the framework is consistent: Blueprint, develop, test, and deploy," Leidner concluded. "With that structure, you can deliver early wins that build confidence and create momentum for sustained transformation."
Learn more
To explore this conversation about agile modernization strategies further, download the full MeriTalk Q&A.