http://radar.oreilly.com/2014/01/lessons-learned-from-my-time-at-the-cfpb.html#more-58926
There is a cost to keeping an agency digitally illiterate. But there is also a cost to reshaping a bureaucracy to do something new. Every time something new becomes a priority, a pre-existing operation, tool, team, or process — one that the organization doesn’t know how to live without — must end. That has consequences. It creates inefficiency. It confuses staff. It increases the risk that money will go missing or that data will be compromised. Why would a federal leader embrace these risks so that their successor can reap the benefits years later?