Modernization is more than just the hardware or IT systems. It’s addressing the need to innovate without disruption. Harnessing emerging technologies, securely. And building a workforce prepared to use new tools and technologies effectively.
The U.S. Department of State is proving that even the most globally dispersed, high stakes mission can modernize with speed, purpose, and impact. Kelly Fletcher, State Department CIO, and Jylinda Johnson, Senior Vice President for Federal Civilian at GDIT, discussed lessons learned from the department’s modernization journey during GDIT’s Emerge: Modern Government event.
Here are the key themes shaping State Department’s journey—and what other agencies can take from it.
Mission Above All—Even When the Tech Can’t Pause
With personnel in more than 190 countries, many in high risk environments, the State Department cannot simply “turn off” legacy systems or pause operations during upgrades. Their modernization strategy accepts the reality of technical debt while prioritizing the connectivity and resilience employees need to respond to crises, support American citizens abroad, and engage foreign partners. For any agency facing similar constraints, the message is clear: modernization is not about starting over but improving in place while protecting mission continuity.
AI as a Force Multiplier for Legacy Environments
Instead of waiting years for full system replacements, State is using AI to improve user experience now. By layering AI agents over older HR and logistics systems, the department is giving employees faster access to information—without requiring them to navigate dozens of aging applications. This model buys time for deeper modernization and reduces administrative friction, a real opportunity for agencies wrestling with similar complexity.
Technology Adoption Doesn’t Happen by Accident
Even the most powerful tools fall flat without engagement. While early adopters embraced State’s generative AI platform, broad workforce uptake didn’t happen organically. Targeted training, hands on embassy visits, and a network of AI advocates at posts around the world significantly accelerated adoption. The takeaway for government leaders: building awareness, confidence, and clarity around new tools is just as critical as the technology itself.
Security and Innovation Are Not Opposites
Rolling out generative AI in a global, security sensitive environment required deep collaboration with cybersecurity, privacy, and risk stakeholders. State addressed this head on by involving these teams early, testing aggressively, and designing secure by default environments for AI development and use. The department recognized that doing nothing also carried risk—if official tools weren’t offered, employees might turn to unsecured public platforms. Secure innovation is possible when agencies take a mission aligned, risk balanced approach.
Modernization Thrives on True Partnerships
Fletcher emphasized that State’s progress depends on vendors who treat the mission as their own. The most successful partnerships are those where government and industry jointly own outcomes, bring their best talent to the table, and push each other toward solutions. As agencies navigate AI, cybersecurity, and modernization at scale, partnership models built on transparency, shared accountability, and aligned priorities will be essential.
