Speaking Business, Not Systems: Building GIS Influence Across Departments in Local Government

[Lucas_HopkintonMA]

Hi all,

I’m a data scientist in local government (Hopkinton, MA), currently navigating the push and pull between our DPW and IT departments. Each has different priorities, and as the only GIS professional actively editing data, I’m trying to strike a balance between collaboration and maintaining a centralized data model.

At the GIS Manager Summit, one idea really stuck with me: "Talk about outcomes in business terms—not system terms." That shift in mindset feels critical for us, especially when engaging with directors who think in terms of risk, operations, contracts, and service— not maps, layers, or databases.

I’d love to hear how others have approached this:

• How do you build trust and influence with nontechnical stakeholders—like DPW, Assessing, IT, Building, Public Health, or even Planning and Finance?

• What’s worked for you when trying to align GIS with leadership priorities?

• Any lessons learned the hard way?

Appreciate any examples, advice, or reflections you’re willing to share. I’m eager to grow in this space and learn from others doing the work.

Thanks,
Lucas

[ErikLash4]

Three letters - PMP. Three more letters - MBA.

It's not only GIS that suffers from a paucity of business-level teaching in specialized higher education programs. Business administration is almost never given the importance it deserves in any of the sciences or technology fields.

Yet business management is what pays for it all, makes the resources available, and keeps things going every day.

A GIS Manager/Administrator needs to be able to speak the language of business even more than they need to understand the technology or science.

I'm often told that there is no one in my organization would ever want my job as the GIS Manager.

Whether its dealing with financial forecasts, fiscal year-end reporting, and budget processes, drafting scopes of work, having conversations with counsel about contracts and procurement processes, performing inventory and asset audits, sitting through hiring interviews, addressing facilities management issues, engaging project closeout and evaluation debriefs, or dealing with the immediacy of peoples problems ... there is always a "management" task to be done that is not the glamourous job of spatial data analytics and cartography itself but rather adjacent to it and needed in order for the organizational GIS to keep moving.

[JamesPardue2]

Interesting perspective. You definitely captured the side of being a GIS manager that is often not discussed or even considered. These are often referred to as "soft" skills, but I would argue they are the "hard" skills required for being a GIS manager.  

[VenkataKondepati]

Hi Lucas,

Appreciate your thoughtful post — and I can relate to your challenge. With over 24 years in GIS, a Master’s in Geography, PMP and ITIL Foundation certifications, and 15+ years managing cross-functional teams, I’ve seen firsthand how critical it is to bridge the gap between technical work and business outcomes.

That quote from the GIS Manager Summit—"Talk about outcomes in business terms, not system terms"—is spot on. Over the years, I’ve learned that nontechnical stakeholders care less about data models and more about how GIS can reduce risk, improve service delivery, or support compliance and funding.

Here’s what’s worked for me:

1. Lead with outcomes, not layers

When working with departments like DPW or Public Health, I start by asking:

• What’s your biggest pain point right now?

• Where are you spending too much time or money?
  Then I frame GIS as part of the solution — e.g., “We can reduce inspection time by 30% by visualizing this data in a mobile-friendly dashboard.”

2. Use small wins to build trust

I’ve had success building credibility by quickly delivering on one or two focused requests (e.g., a simple map or spatial analysis that helps a team present at a council meeting). That opens the door to bigger collaborations.

3. Involve them early and often

Non-GIS folks often feel GIS is something done to them, not with them. I make sure they have a seat at the table early in project planning, especially when defining business rules or QA processes. This fosters shared ownership.

4. Connect GIS to strategic priorities

I align GIS efforts with leadership language: improving operational efficiency, reducing risk, supporting grants, or enhancing citizen experience. If you can tie your work to their KPIs or budget outcomes, you’ll get their attention.

Hard-learned lesson:

Don't assume they "get it" just because you’ve shown a great map. You have to translate the value—just like explaining ROI or customer impact. I once spent weeks building a sophisticated spatial analysis that got overlooked because I didn’t tie it to a decision the director actually cared about.

Keep at it — your awareness and approach are already on point. The more you position GIS as an enabler of smarter operations, the more buy-in you’ll get.

Happy to connect anytime or share examples from Public Works, Planning, and Finance integrations I’ve led.

Best,
Venkat Kondepati
Principal GIS Solutions Architect | PMP | ITIL
25+ Years in GIS, Cloud, and Data Strategy

[JamesPardue2]

Great response and spot on. As a former GIS leader several of these directly connected with me. Thanks for jumping in and offering to share your experiences. 

[RPGIS]

Here are my take on things that may add some value along with other posts.

1. USE GIS AS A WORKFLOW NOT AS DATA STORAGE
   • GIS is kind of the Swiss army knife when it comes to data collection, integrating data, and it can turn challenges into insightful or seamless workflows.
   •  Find areas where they are needing streamlined workflows or ways of collecting and displaying data that are otherwise difficult to get.
   • Often the simplest workflows have the greatest impact to those who don't realize what they're missing out on.
   • Utilize the various applications to showcase how they can work in conjunction with one another to demonstrate the flow of information and how it can provide accessible information.
   • Showcase GIS capabilities that can help answer tough business questions.
2. EMPOWER OTHERS TO LEAD AS EXAMPLES
   
   • Rather than trying to get buy-in from major/leading individuals, instead work with smaller groups/departments and teach them how to use the applications effectively. It is easier to sell a process than a concept.
3. REACH OUT TO OTHERS IN THE INDUSTRY
   • Many do not understand how large the GIS industry actually is and what it all encompasses. There are many facets that, if implemented properly, can make the most arduous tasks seam simple.
   • Find those in other fields, industries, or agencies that regularly use GIS and ask for small demonstrations to showcase what is all possible which can really help catch the attention of many stakeholders.
4. AUTOMATE WHERE POSSIBLE
   • The upkeep and maintenance of data is often the challenge, especially when organizations are small or just starting to implement GIS. If data maintenance is a concern, it often helps to learn skills such as SQL, Python, or lately Arcade to showcase how the data can be maintained using fewer resources.
5. TEACH OTHER USERS
   • The more people that you can get to work with GIS the better. Start by teaching others within your organization how to use the simple things. When they start to have more desire to work with it, the easier it will be to get others on board.

[JamesPardue2]

Great advice. Appreciate you sharing your thoughts and experiences. 

[AdamCarnow]

Great discussion! Thanks for your participation! All of this is valuable. I will offer some more resources:

• Alignment of GIS to Your Business What It Is, Why It’s Important & How To Do It
• Communicating the Value of GIS

Bottom line: Your colleagues must know the value you can deliver beyond maps. Develop a brand. You are there to help them mitigate challenges and reach their vision. Document your successes and publicize and market them. Align your work to what is important to those at the top. Use their language. Prioritize for those with the most clout and funding. Have the attitude that your GIS team is a small consulting firm and your colleagues are your customers. Eliminate the competition, gain market share, expand your customer base, maximize impact and ROI.

[JLana]

One thing that worked for my team, is to pay attention to the local city/council/commisison district meetings for your local government.  This is where the "problems" that department directors need to work on are usually brought up by citizens... like trash on a certain street, grass in road medians not getting cut often enough, etc...  These often are the stories that end up on the local news, and local officials do not what that. 

 From your perspective you can build quick apps/maps to help with the public outreach and data collection side, and then offer that as a solution to the department head.  Don't talk "GIS"... put it more in the terms of solving a problem and saving time.   Offering crowd-source apps are another great public-outreach effort that GIS provides... ex:  Where do we need more sidewalks, are there intersections that should be round-a-bouts, are more street lights (not stop lights) needed in certain neighborhoods, etc.. 

Local government officials do not want to be an article in your local newspaper for not solving a simple problem.  That is the genius of GIS... you already have the tools to help.