Being a Change Agent: Leading IT Transformations By: Leah Lewis, Director of Cisco Consulting Services, Public Sector Transforming service delivery requires cultural evolution. To break down barriers and disrupt entrenched processes you need empowered change agents. Leading through any transition requires a steady hand. Leading through an extreme IT makeover requires fortitude, imagination, endurance and courage. Listen and learn as Leah Lewis, the ex-CIO of the State of Colorado shares her transformation stories.

1. Being a Change Agent:
Leading IT Transformations
By:
Leah Lewis, Director
Cisco Consulting Services
Public Sector

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Derived from Jim Canterucci and Dagmar Recklies, October 2001
Accepts and
defends need for
change
Defines and
initiates change in
small increments
Leads change,
translates the
vision into context
and helps
manage
Manages complex
change,
understands
cultural
dynamics,
balances current
reality with need
for rapid change,
takes bold action
Champions of
change,
challenges the
status quo,
uses crisis in
order to support
dramatic
transformations
Level 1
Level 2
Level 3
Level 4
Level 5

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Ø Consolidation Legislation Passed in 2008 with a
192 to 1 vote
Ø State CIO became a member of the Governor’s
Cabinet
Ø “Net Neutral”
Ø “Revolving Fund”
Ø Single Chain of Command for all IT employees
Ø Funding
§ CapEx & OpEx stayed in the Departments
§ Salary funds moved to the Office of Information Technology

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Obstructionists:
Watch out – but
don’t waste your
time.
Pessimistic but not obstructionist:
These will come along as you move the
bell with the yellow folks
Skeptical but optimistic:
Focus here to move the bell
Change Agents:
Provide Vision and let
them run
RESITERS EARLY ADOPTERS / CHANGE AGENTS

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DIRECTORATE OF
CORPORATE AFFAIRS
..
HM PRISON
SERVICE

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www.nascio.org/publications
Barriers to effectiveness ranked in order of mention by
respondents
Item Percent
Inadequate budgets 71%
Agency resistance to change 67%
Conflicting priorities among state programs 55%
Lack of time for strategic thinking and planning 20%
Aligning IT goals with state strategic goals 16%
Lack of support 12%
New federal or externally directed initiatives 12%
Disconnects with executive peers 10%
Overwhelming pace of technology change 10%

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Trust
Team Sport
Aristides Zavaras, Executive Director
Colorado Department of Corrections

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• Ari’s passion: Reduce recidivism through vocational training
• His success: The IT Helpdesk Training Program
• His fear: I was going to take it all away
Women’s Correctional Facility Canon City, CO – IT Helpdesk

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• The 2010 round of budget cuts closed the Canon City Facility
• We went as a team to the Joint Budget Committee hearings to
lobby for funds to move the program to the Denver Women’s
Correctional Facility
• The program still exists today
• Ari became a vocal supporter our
consolidation efforts

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Human Resources
Procurement
Communicating / Marketing

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Build Relationships
Understand Motivations
Make IT a Team Sport

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