![Aerial view of Seattle area](/sites/g/files/omnuum10826/files/styles/hwp_21_9__1920x825/public/2025-06/ryan-wilson-HkF6feHrGBE-unsplash.jpg?itok=lqatdlHa) # Complex Government Challenges Require Enterprise IT June 17, 2025 [ Stephen Goldsmith ](/stephen-goldsmith) Local governments today face problems that do not neatly fit within departmental lines—whether it’s homelessness, climate resilience, or effective service delivery. These challenges demand systems that work across agencies, not just within them. Success often hinges not on having more software, but on how it's deployed: shared, understood, and used across the organization. King County is a compelling example of this kind of system-level thinking in practice, specifically through its use of geographic information systems (GIS). However, the lessons apply broadly to any enterprise software. ## Build from the Start with Enterprise in Mind King County didn’t treat GIS as a specialized tool for a handful of experts. Instead, it embedded GIS into the fabric of its operations right from the beginning. For other jurisdictions, this principle applies well beyond mapping: if you're investing in any central software platform, such as data analytics, performance dashboards, or asset management, design it to be used across agencies with clear plans for governance, support, and training. From the outset, King County created an Operations and Maintenance Plan that required each agency to incorporate GIS into its workflows. Governance followed suit, with committees that spanned technical, user, and strategic levels coordinating long-term goals, funding, and cross-departmental alignment. As Tamara Davis, chief technology officer, explained, “We have a community of GIS data stewards distributed throughout the agencies with responsibility for publishing authoritative data to our central repository.” ## Don’t Just Distribute Tools — Train People to Think Differently Too often, governments invest in software that goes underutilized because people don’t understand its value or are unsure of how to apply it to their specific work. To break that pattern, King County developed a training program that goes beyond button-clicking tutorials. Staff aren’t just taught how to use GIS—they're encouraged to ask better questions and explore their work through a spatial lens. The same principle applies to any software: prioritize training that fosters insight, not just function. Encourage curiosity. Empower staff not only to use tools but also to think with them. ## Use Central Coordination to Support Local Flexibility One of the biggest challenges in government tech is finding the right balance between centralized control and departmental flexibility. King County navigates this through a federated structure. Meanwhile, a central GIS Center of Excellence ensures consistency, security, and technical support. This structure can be applied to other enterprise systems, such as data platforms, ERP systems, and CRM tools, by enabling departments to tailor tools to their local needs while contributing to a shared system that avoids fragmentation. ## Procure for Integration, Not Just Features A common pitfall in technology procurement is buying tools based solely on individual features, without considering how well they integrate into existing systems. King County addresses this by incorporating integration requirements into its Request for Proposal (RFP) processes. Vendors are scored on how easily their software connects with existing platforms, ensuring new tools enhance rather than disrupt the broader system. Davis emphasizes that “our workers, who previously lacked access to this information, now have it as part of their everyday workflow. That is a huge deal.” In this context, procurement is not just about cost or features—it’s about facilitating enterprise solutions. As Chief Information Officer Stephen Heard said, " We build systems that work together, not isolated solutions that require duct tape to connect.” ## Make Culture the Long-Term Strategy Technology won’t transform government unless the culture around it changes. In King County, the next frontier isn’t more GIS tools—it’s broader adoption and deeper use. That means supporting a culture where frontline workers, managers, and leaders can all identify patterns. This cultural shift matters for any system. Whether it’s GIS, AI, or financial software, success depends on having a workforce that sees technology not as a burden, but as a bridge to insight. By embedding enterprise software into core operations, establishing thoughtful governance, and fostering a culture of curiosity, local governments can derive significantly more value from the data and tools available to them. In an age where complex problems demand agile, data-informed responses, these principles aren’t just good IT strategy, they're essential leadership strategy. ## About the Author ### Stephen Goldsmith ![Headshot of Stephen Goldsmith](/sites/g/files/omnuum10826/files/styles/hwp_1_1__100x100_scale/public/datasmart/files/goldsmith_headshot_2018.jpg?itok=_stVEJro) Stephen Goldsmith is the Derek Bok Professor of the Practice of Urban Policy at the Harvard Kennedy School and the director of Data-Smart City Solutions at the Bloomberg Center for Cities at Harvard University. He previously served as the mayor of Indianapolis and deputy major of New York City. [Read Professor Goldsmith's full bio here](/stephen-goldsmith). See also:- [ City Administration ](/topics/city-administration) - [ GIS ](/topics/gis) Share on:- [ Facebook ](#) - [ Twitter ](#) - [ Linkedin ](#)