Technology transformation in government isn’t just about new systems and better software – it’s about changing how people think. As an army combat veteran turned technology executive, Derrick Pledger has tackled some of the biggest challenges in national security tech, from cloud computing to artificial intelligence. His hands-on experience leading critical projects has taught him valuable lessons about what really drives successful digital transformation. Now, he’s sharing insights on why America’s tech future depends on more than just innovation – it needs a complete shift in how organizations approach change.
If you ask Derrick about America’s biggest tech challenges, he won’t start with AI or cloud computing. Instead, he’ll tell you about the mountain of old systems weighing down our military and government agencies. “We cannot build our way out of the litany of technical debt we have across mission-critical systems within our military and the government,” he says, cutting straight to the heart of the problem. It doesn’t matter how fast technology moves forward or how many people think AI will save the day when our government’s rules and procedures look to the past. While Silicon Valley pushes ahead with new innovations, government systems struggle to keep up. It’s not about throwing more money at the problem or hiring more programmers. The system needs a rethink from the ground up and Derrick has seen firsthand how outdated policies can set back even the most promising tech projects before they get off the ground.
Understanding Why New Tech Isn’t Enough
The hardest part of introducing new technology isn’t the technology itself. Derrick learned this lesson the hard way. “One of the biggest inhibitors to transformation or the adoption of AI or other cutting-edge capabilities is typically culture,” he explains. “Technology adoption has nothing to do with technology in most cases.” That might sound strange coming from a tech executive, but Derrick’s seen it play out too many times to ignore.
People get scared when you try to change how they work. Even when new systems could make their jobs easier or more effective, that fear of change can kill progress faster than any technical glitch. “Many times, fear of doing things differently is what compromises an organization’s ability to deploy a new capability,” Derrick points out. The frustrating part? These same capabilities “may pay immense dividends for a business or government agency.” But if people aren’t ready to embrace change, even the best technology won’t help.
Tackling the Culture Problem in Tech Adoption
Derrick likes to quote management guru Peter Drucker: “Culture eats strategy for breakfast.” He’s seen how true this is in government tech projects. You can have the best plans, the newest technology and all the money in the world – but if your culture resists change, none of that matters. “For any country, for any organization, or any team to maintain a leadership position within the world, a disciplined strategy focused on long-term outcomes is simply non-negotiable,” he insists.
The consequences of getting this wrong aren’t just theoretical. Derrick’s watched organizations slip from first place to last because they couldn’t adapt to new technology. His warning comes from years of seeing the same pattern repeat: “Without the right culture which includes embracing technology, not being scared of it, first place will become second place, and eventually last place if you do not embrace it.” The sting in that warning? “There is nothing fun about being in last place.”
Want to join the conversation about technology transformation in government? Connect with Derrick Pledger on LinkedIn to stay updated on his latest insights and projects.
