Searching for a CIO position with an organization that focuses on critical public issues rather than the bottom line? Then consider a government CIO post.
Seeking a job as a government CIO offers a chance to make a real impact on the lives of citizens, says Aparna Achanta, security architect and leader at IBM Consulting — Federal. CIOs typically lead a wide range of projects, such as upgrading systems in education, public safety, healthcare, and other areas that provide critical public services.
“They [government CIOs] work on large-scale projects that benefit communities beyond profits, which can be very rewarding and impactful,” Achanta observed in an online interview. “The job also gives you an opportunity for leadership growth and the chance to work with a wide range of departments and people.”
Seeking mission-driven work is an growing differentiator not just for existing CIOs, but for next-generation, executive-level leaders, says Pat Tamburrino, Jr., chief operating officer at the non-profit NobleReach Foundation and former chief human capital officer for the U.S. Department of Defense. In an email interview, he notes that having the ability to make positive change is something today’s workforce is actively seeking.
“According to a 2024 Deloitte report, 89% of millennials and 86%t of Gen Z expressed desire for a sense of purpose in their job,” Tamburrino says.
How to Start Your Government CIO Job Search
Begin your government CIO job search by either gaining experience in government IT or working closely with tech-related public-sector projects, IBM’s Achanta recommends.
“Apply for leadership roles in technology departments, such as a deputy CIO position or an IT manager,” she says”
Also helpful is building a comprehensive understanding of government systems, laws, and procurement processes, as well as having a mix of technical and leadership skills, she adds. “Therefore, networking with government officials and staying informed on digital transformation trends and policy can open doors to CIO roles.”
A key decision is deciding whether to seek a federal CIO position or to focus on a state or local post. “This may vary depending on interests and goals,” Achanta says.
“For example, federal CIO roles often involve complex systems and large budgets, but more bureaucracy,” she says. “On the other hand, state-level CIOs have more room for innovation, since they typically deal with smaller, regional challenges. “Local government CIOs are more hands-on and can see the direct impact of their work and see their impact on the community.”
Consider the Downsides
Government CIOs often face challenges their corporate counterparts rarely or never face.
“Being a government CIO might mean dealing with slow processes and bureaucracy,” Achanta says. “Most of the time, decisions take longer because they have to go through several layers of approval, which can delay projects.”
Government CIOs face unique challenges, including budget constraints, a constantly evolving mission, and increased scrutiny from government leaders and the public.
“Public servants must be adept at change management in order to be able to pivot and implement the priorities of their administration to the best of their ability,” Tamburrino says.
Government CIOs are often frustrated by a hierarchy that runs at a far slower pace than their enterprise counterparts.
“The fast-paced environment of innovation seen in the private sector can be challenging [for government CIOs] to keep up with, making it harder to move quickly or to try new ideas,” Achanta says. “It’s also common to experience budget limitations, making it difficult to get the newest technology or hire additional staff.”
Politics can also influence decisions, making it hard to focus on what’s best from a management or technology point of view.
Working hard and being undercompensated for one’s value is an important drawback in the public sector, says Jeff Le, managing principal at 100 Mile Strategies, a public-sector tech consulting firm. Another important downside is the lack of sole decision-making authority, he observed in an email interview.
Le notes that government IT leaders are often frustrated that critical decisions can require the blessing of up to three stakeholder groups:
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Political appointees to sign off on strategy issues;
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Budget guardians who approve all expenditures;
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Lawyers who need to study and sign off on risk mitigation.
Given the number and complexity of issues faced by government CIOs, it’s not surprising that burnout is common.
Final Thoughts
The best way to approach public service is to connect with peers already holding government positions, Le advises. “Understanding how to navigate government culture and bureaucracy is also essential for long-term success.”