Why Public Sector IT Keeps Failing: It’s Not the Talent Gap — It’s the Culture

(After some reflection and feedback, I’ve reworked this article to dig deeper into what’s really plaguing public sector IT. It’s not just a hiring problem — it’s a culture problem.)

The public sector is under siege — caught between escalating cyber threats, technical demands and a vanishing pool of technical talent. Already among the top three most targeted industries for ransomware attacks, government agencies now face a critical question: How do you defend a digital frontier when the best and brightest keep walking out the door — or never apply in the first place?

This is more than a hiring challenge. It’s a systemic failure rooted in culture, leadership, and legacy thinking.

Historically, the public sector has struggled to compete with private industry on salary and flexibility. That’s well-known. But those issues are only the surface-level symptoms. Beneath them lies a deeper dysfunction: siloed teams, low-bar hiring, lack of collaboration, and a pervasive resistance to change. In many agencies, managers prioritize personal agendas, turf wars, and outdated hierarchies over mission outcomes or constituent service.

Top talent doesn’t just leave because of pay. They leave because innovation gets smothered, good ideas get stolen, and accountability is a ghost. High performers who raise concerns or push for improvements are too often marginalized—tucked into a corner, their initiatives slow-rolled or sabotaged. Worse, promotions frequently go not to those most capable, but to those who’ve simply “been here the longest” or who won’t rock the boat. It’s a culture that rewards complacency and punishes excellence.

And the cycle feeds itself. Managers often hire engineers who are “safe” — not necessarily highly skilled, but unlikely to expose their boss’s incompetence. Poor decisions get covered up, then reinforced with even worse ones. Instead of acknowledging missteps, agencies double down—throwing good money after bad in a desperate attempt to save face.

Meanwhile, the threat landscape continues to evolve. The Cybersecurity and Infrastructure Security Agency (CISA) has issued repeated warnings, emphasizing the need for skilled personnel to implement and maintain robust defenses. In 2024, former CISA Director Jen Easterly underscored the urgency: “The threat landscape is evolving rapidly, and we must ensure that our public sector is equipped with the talent and tools necessary to defend against these threats.”

Unfortunately, many agencies are not. The U.S. Government Accountability Office reported that nearly 80% of federal agencies are struggling to hire qualified IT staff. And when they do succeed in hiring, they often fail to retain — especially in environments where union constraints protect low performers, and the mantra of “that’s not my job” carries no consequence.

This isn’t just a cybersecurity problem. It’s a governance failure with wide-reaching consequences—from disrupted emergency response systems to compromised public health infrastructure. At a time when public trust is already fragile, the last thing government can afford is to look technically inept or operationally unstable.

There is a path forward, but it will take more than recruiting campaigns or entry-level training programs. Agencies must rebuild trust internally and reform structurally. That means:

• Promoting based on merit, not tenure.

• Fostering cross-team collaboration over kingdom-building.

• Encouraging dissent and rewarding solutions, not just compliance.

• Holding managers accountable for technical outcomes—not just process adherence.

• Investing in real, hands-on training and mentorship, not just checkbox certifications.

Dr. David Bray, former CIO of the Federal Communications Commission, put it bluntly: “The public sector must innovate its hiring practices to attract a diverse pool of candidates.” But it also must evolve its internal culture to retain those candidates once they’re in the door.

Until then, the exodus will continue. The best minds will go where their ideas are heard, their impact is felt, and their careers aren’t throttled by bureaucracy or politics.

The question is no longer whether the public sector can attract talent—but whether it can create an environment where talent is allowed to thrive.

The clock is ticking.