There is a “critical” need for internal technological capabilities, he said. “Governments need their own coders, their own programmers and their own engineers, who can be intelligent consumers and interlocutors with IT firms and make sure that the projects proceed in the best possible way.”
He is not suggesting that agencies should only hire more tech staff, as that would lead to manpower bloating.
Rather, public officers have to “in-skill, not just out-source” and get training so they are more “literate consumers of technological trends and ideas”.
“One important part of this in-skilling is not just in formal skills, but also to just be curious about new things and new ideas that we may not have encountered before,” he says.
Some ways to do this is to read books on various topics that may seem unrelated to work, and talk to people from different fields.
For instance, Aaron has sought out venture capitalists who invest in technology firms and people who work in the disability space.
From the venture capitalist, Aaron was interested to know more about the types of firms and projects he would invest in, his thought processes and the kind of data and information he looks out for.
Chats with a friend who is an active advocate in the disability space has taught him more about what it is like to work with people with visual or hearing impairments. “It ended up being very useful for the MCI because we've been thinking a lot about how to do more accessible communications.”
For example, televised broadcasts of major speeches now have sign language interpretation. “That came about partly because we were curious enough to go and speak to people, and find out what exactly they needed.”
Aaron also talks to younger people who are more tech-savvy or familiar in areas that he is less aware of, a practice he calls reverse mentoring. “It’s probably the most fun way that I try and stay connected with new ideas.”