Unsolicited Advise to a classmate

I've never been a politician, managed a large budget or run even a moderate sized project, so why do I have the hubris to offer some unsolicited advice to a newly minted I.T. Minister, to whom by accident, I was once briefly a classmate?

Rejecting these thoughts "because nobody else is doing them" is an option, though not a great reason.

Rejecting them "because they're too expensive" is a judgement call, but has to be measured against "Compared to What?".
Doing nothing will cost you a whole bunch, you've already have the report on that.

The core arguments in support of my observations are:

• How important to the current and future BackOffice and FrontOffice operations of your Government is I.T.? I suggest that the machinery of Government cannot operate without it I.T. systems, not simply ineffectively, but like airlines, not at all.
• There is an internal consistency in what I propose, derived from one of the toughest businesses around. The challenge is not "will this work", but "how can it be made to work for us".

Forget the best, embrace the rest

It appears to me that 'Homo Corporatus' (the 'management classes') rejects, seemingly actively, the need for maintaining "Lessons Learned" and adopting in practice the best theories & principles known. The Operant Methodology seems to be:

Forget the best, embrace the rest.

This isn't a little or accidental. It's endemic and universal.