Modernizing legacy systems without the burnout

State and local leaders have been racing to modernize their systems for years. The hard truth is that modernization never ends because technology keeps evolving. 

It was cloud yesterday, artificial intelligence today, and it will be something new tomorrow. This continuing evolution is not a hurdle, but an opportunity to build a more responsive government. It’s less a sprint to the finish line and more of an ultramarathon: once you break through the banner, you are met with the starting line of the next challenge. It’s a cycle that requires endurance, pacing and resilience.

And like any marathon, progress requires both perseverance and the agility to adjust when conditions shift. The key to success is establishing a methodology — not just a deadline. Leaders who build flexibility into their systems and organizational culture are the ones who can successfully make forward progress without burning out their teams.

Uncertainty is the Norm

Federal funding used to give state and local leaders a measure of stability. Recently, it’s been unpredictable, delayed, or sometimes cut or canceled altogether. That uncertainty is forcing a reset.

Sweeping bets on transformation can feel too risky when budgets may change overnight. Instead, many state agencies are narrowing their focus by cutting back from hundreds of vendors to a smaller circle of trusted partners. They’re also rethinking architectures to avoid lock-in, giving themselves more flexibility to adapt as costs rise and priorities evolve.

And here’s the reality on the ground: when rigid, long-term plans collapse, it’s the staff who pay the price. Teams end up scrambling to rebuild and learn new processes, burning energy and resources that are increasingly strained. Cultures and architectures of high agility allow leaders the option to adjust course quickly. This keeps morale from crashing and momentum from slowing to crawl.

When the Hype Wears People Out

On top of the drain of financial uncertainty, agencies are facing what some call  “AI fatigue.” Leaders have seen wave after wave of AI pilots and proofs of concept, often without clear outcomes. The hype can obscure the real progress that is happening, and staff are left wondering whether any of it will actually ease their workload.

It’s a reminder that today’s CIOs are change leaders, responsible for guiding organizations through continual transformation while managing the natural resistance that comes with it. 

Agility is what makes that sustainable. By breaking modernization into smaller steps, leaders can pivot when priorities shift, avoid sending staff back to square one, and give teams tangible wins along the way. That rhythm protects people from burnout by turning change into a manageable, repeatable habit rather than a draining upheaval.

Making Modernization Manageable

Successful modernization requires an approach that lets agencies adapt and keep moving forward without running people into the ground. The high-level playbook should be familiar to our readers. The leaders who succeed tend to do a few things really well.

First, they build community. They find the natural problem-solvers inside their agencies and give them room to connect. When those people share ideas, show off what’s working, and even talk about what isn’t, they create a culture of experimentation. Leaders who celebrate those small wins create momentum that doesn’t depend on new programs or limitless funding.

Second, they focus on reuse. The smartest leaders don’t ask their teams to start from scratch every time. They borrow from open source culture and platform engineering best practices, reusing and improving what’s already been built within government and from broader communities. They save staff from constantly reinventing the wheel. As teams learn the same paradigms and processes, and as they share code, they can help each other problem-solve and deliver better outcomes for constituents.

Third, they lean on partners. No agency has the bandwidth to keep up with the constant stream of new tools, especially in AI. The best leaders work with partners who can cut through the noise, help them make smart bets, and stabilize a constant stream of IT innovations into usable products that organizations can depend on. Often that starts with migrating critical workloads to flexible platforms that can adapt as needs change.

These leaders also don’t feel pressured to be first to bleeding-edge tech. They sometimes opt for being a second- or even third-wave adopter so they can avoid costly mistakes and commit resources only when the path is well-tread. They trailblaze only when they’ve determined they’re facing a unique challenge or have a truly urgent need.

Put together, these practices create modernization programs that are flexible, sustainable, and people-first. They may not grab headlines like a sweeping transformation, but they deliver steady, sustainable progress.

What Endurance Looks Like in Government IT

For state and local agencies, the ground will keep shifting. Budgets will rise and fall, priorities will change, and new technologies will arrive before the old ones are fully settled. But that doesn’t mean progress is out of reach.

Agencies that pace themselves, build lasting habits, and keep both systems and staff flexible will be best equipped to go the distance. What matters most isn’t finishing first, but having the strength to keep moving forward.