SlideShare ist ein Scribd-Unternehmen logo
1 von 34
Downloaden Sie, um offline zu lesen
Underwritten by
Produced by
2
TABLE OF CONTENTS
				Our Approach ....................................................... 4				
				Part I ..................................................................... 9				
				Part II ..................................................................15	 			
				Part III: ............................................................... 24
				Conclusion ........................................................ 30
				About FedScoop ............................................... 34
3
THE QUESTION
In today’s climate of reform, how do federal
agencies succeed in implementing reform
and how do they know when they are
successful?
THE SURVEY
This survey explores attitudes and
challenges related to government reform
implementation and offers case studies
and best practices from those who have
experienced major reform efforts
4
OUR APPROACH
FedScoop surveyed more than 195decision makers in government and private sector.
Government
Industry
5
OUR APPROACH
Nearly 85% work in government and more than 15% work in industry:
Civilian
Defense
Intelligence
Not applicable
1%
Secretary/SES or industry CEO/president
Component head/industry CXO
Program manager or industry senior management
Non-management employee
14%
8%
33%
45%
6
RECOMMENDATIONS
DON’T REINVENT THE WHEEL.
When you’re faced with reform, or mandated change, you need to make a lot of decisions
and some can have unintended consequences. The key to dealing with the complexity
and uncertainty of mandated change is to understand the journey that many have walked
before. Reform follows a common lifecycle – a lifecycle that, once understood, can drive
your success. Take the time to understand the lifecycle and seize the opportunity of
reform.
INNOVATE AND ACCELERATE.
Business accelerators have helped quickly launch successful start-ups, and government
agencies are exploring how to use those principles to inject speed and innovation
into reform implementation. Partner with experienced organizations to jump-start and
accelerate your reform journey and achieve success by focusing on key ingredients,
including strategy, resources, talent, and engagement.
7
RECOMMENDATIONS
EMBRACE CONSTRUCTIVE DISRUPTION.
Make today’s social and technological disruptive trends work for you. Invest and build
a digital ecosystem that takes advantage of the potential of today’s technology. Use
predictive modeling and other analytics to test ideas that can save time and money.
Move beyond traditional communications approaches and change behavior by creating
engagement through social and digital technologies.
CREATE AND TAP INTO A BROADER NETWORK OF RESOURCES.
To keep pace with the increasing volume, variety, and velocity of reform, government
agencies need to explore and champion alternate sourcing strategies for talent, solutions,
and resources. Establish a broad network, including other government agencies, industry
leaders, and academia, to advise and provide support (e.g., mentoring). Use your
network to pursue alternate approaches, such as challenges and hack-a-thons to develop
and procure talent and solutions. These alternate approaches harness the power of
innovation to provide cost-effective solutions in a short amount of time.
8
RECOMMENDATIONS
CREATE A CHIEF REFORM OFFICER.
Today’s reform expands beyond the purview of one agency and reform implementation
isn’t getting any easier. Identify a leader, or perhaps a network of leaders, to ensure
the right knowledge is focused on the right challenge, coordinate reform planning and
implementation from a big picture perspective, and promote transparency across the
public, business community, media, administration and Congress.
9
BACKGROUND
For the past few decades, the government has taken several steps to become
leaner, more effective and less bureaucratic. Back in the early 1990s, the
Clinton administration saw the genesis of an interagency task force aimed at
reforming how the federal government works. That was hardly the first time
the public sector saw such an ambitious revamp, as it was the 11th of its kind
in the 20th century created for a reform purpose.
10
BACKGROUND
In more recent years, since President Barack Obama took office, the spotlight
has been on major overhauls including education, information technology,
intelligence, financial, immigration and health care. All those efforts have required
-- and continue to require -- time commitments, stakeholder buy-in, clear,
top-down communication and realistic expectations, with a sharp eye toward the
final results.
11
BACKGROUND
Regardless of where and when a successful reform effort takes place, leaders
today must be capable of leveraging the common lifecycle all successful reform
efforts share. They must be keen to recognize the various triggers that often point
to the need for reform, including technological, financial, political factors. And
once the need for reform has been identified, leaders can embark upon detailed
work of rethinking and retooling the enterprise.
12
BACKGROUND
Reform today is viewed by many as the
new normal. It’s no longer defined by
episodic change, but by the continuous
evolution of technologies, policies,
procedures and strategic thinking.
Today’s reform leaders approach reform
not as a one-time fix, but as a normal
part of their organization’s day-to-day
mission.
13
SENTIMENTS ABOUT PAST AND CURRENT
GOVERNMENT REFORM EFFORTS:
“Government is instituted for the common good; for the protection,
safety, prosperity, and happiness of the people; and not for profit,
honor, or private interest of any one man, family, or class of men;
therefore, the people alone have an incontestable, unalienable, and
indefeasible right to institute government; and to reform, alter, or
totally change the same, when their protection, safety, prosperity, and
happiness require it.”
	 (President John Adams)
“Accomplishing major reform will not be easy, but streamlining
our obsolete approach to federal IT is essential to providing a
better value for the American taxpayer dollar.”
	 (Rep. Darrell Issa on IT reform, September 2012)
14
SENTIMENTS ABOUT PAST AND CURRENT
GOVERNMENT REFORM EFFORTS:
“Independent economists say immigration reform will grow our
economy and shrink our deficits by almost $1 trillion in the next two
decades. And for good reason: when people come here to fulfill their
dreams – to study, invent and contribute to our culture – they make
our country a more attractive place for businesses to locate and
create jobs for everyone.”
(President Barack Obama, January 2014)
“There remain no clear, easy answers to what intelligence reform
looks like. All four directors have taken significantly different
approaches to their role and responsibilities. It remains very much
driven by the individuals involved.”
(Michael Leiter, former director of the
National Counterterrorism Center, December 2013)
15
WORKFORCE PERCEPTION
95%of government respondents have experience
with reform, yet more than ½ don’t know if those
efforts were effective.
The #1 source driving reform is organizational
leadership – whether it is a change in vision
from existing organizational leadership or new
organizational leadership all together.
16
WORKFORCE PERCEPTION
50% of government respondents said improved service to customers
was the #1 sign of successful and effective reform.
54% of respondents found reform laws and regulations hard to
understand.
56% of respondents expressed difficulty in planning for reform
implementation.
17
WORKFORCE PERCEPTION
Although 3/4 of respondents believe that finding the money to implement
reform is a challenge, the same number agree that reform is an
opportunity to rethink the mission and rediscover the purpose of the
organization.
18
THE INGREDIENTS FOR SUCCESSFUL REFORM:
65% of government respondents say enhancing
talent is critical to successful reform.
70% of government respondents agree the
#1 skillset needed for successful reform is
communication.
19
TOP 5 SKILLS AGENCIES CURRENTLY NEED TO
ENHANCE FOR SUCCESSFUL REFORM ADOPTION:
		
		 Communication channels with employees affected by reform
		 Strategic planning
		 Talent planning, training and implementation
		 Resource and implementation planning and overall program 	
		 schedule
		 Creating new processes and integrating mechanisms
20
CRUCIAL VS. LESS IMPORTANT
Respondents’ opinions differed on which skills were important to
successfully implement reform:
CRUCIAL:
			 - Communication channels with employees affected by 		
			 reform
			 - Strategic planning
	
			 - Resource and implementation planning and overall
			 program schedule management
21
CRUCIAL VS. LESS IMPORTANT
LESS IMPORTANT:
			- Effective relations with the Hill
			 - Effective relations with other government offices
22
HOW ORGANIZATIONS GAUGE IF REFORM EFFORTS
HAVE BEEN SUCCESSFUL:
“It’s time to fundamentally change the way that we do business in
Washington. To help build a new foundation for the 21st century,
we need to reform our government so that it is more efficient,
more transparent and more creative. That will demand new
thinking and a new sense of responsibility for every dollar
that is spent.”
(President Barack Obama)
23
HOW ORGANIZATIONS GAUGE IF REFORM EFFORTS
HAVE BEEN SUCCESSFUL:
Half of respondents said the implementation of a reform is effective when
their agency improves service to customers
Improved service to customers
Visible change in culture
Cost savings in the organization
Increase available resources
to other mission priorities
Decrease external
scrutiny/criticism
Positive change in public
sentiment toward the organization
Increased productivity
24
CASE STUDY: INNOVATION CAN DRIVE REFORM
Injecting innovation into reform
efforts is critical to success. Just
ask the Energy Department.
When the agency wanted to
come up with new, revolutionary
tools that would have an impact
on the nation’s energy use, it
held a technology development
contest. In just 48 hours, the
winning team developed an app
that enabled citizens to track
and monitor their home energy
use.
25
DOE’s innovative approach to solving an important energy challenge turned
the traditional government approach on its head. What would have taken the
government months to issue a statement of work, and even more time to
conduct a competition and review proposals, took a small, innovative team of
developers one weekend to deliver.
CASE STUDY: INNOVATION CAN DRIVE REFORM
26
Another example of how government is using innovation to overcome
traditional contracting obstacles to reform is Challenge.gov, which
allows agencies to post problems that they are dealing with and
award cash prizes to the most innovative solutions.
CASE STUDY: INNOVATION CAN DRIVE REFORM
27
HOW CAN AGENCIES SPEED UP REFORM
PLANNING AND IMPLEMENTATION?
Obtain outside subject matter expertise to provide insight to staff on area of reform
interest and/or implementation.
					
I would suggest working with outside organizations that can objectively analyze our
processes and provide constructive feedback. There’s too much tunnel vision and
denial in our agency.
Commission a professional review of current practices and solicit professional
recommendation for moving organization forward along the policies articulated by
overarching enterprise leadership.
28
HOW CAN AGENCIES SPEED UP REFORM
PLANNING AND IMPLEMENTATION?
Provide accountability at all levels. Senior management should be accountable to
communicate the message and vision for agencies and expect consistency across
the regions.
					
Select and use contemporary methodologies and best practices to standardize and
add discipline to processes.
The vision and goals for reform have to be from the top down. If the top doesn’t
support it, lower-level employees are not able to make change happen. There are
currently no incentives or support for improvement/change in my organization.
29
HOW CAN AGENCIES SPEED UP REFORM
PLANNING AND IMPLEMENTATION?
Take away resources from ineffective programs, keeping them on life support until they
can be replaced or shut down altogether.
Acquisition streamlining! Current process is wasteful and not agile.
We need to conduct a realistic assessment of staffing resources, current skill sets, and
potential training needs before attempting to implement any level of reform. In addition,
reform efforts frequently result in added bureaucracy and burden on workers without any
assessment of what processes can be eliminated or modified before we overlay another
initiative.
SESers should consult early with their GS-15 staff who often have highest direct
knowledge of the processes to be reformed (and may also have industry best practices
experience, too.)
30
CONCLUSION
This survey found that reform in
government is both needed and
expected.
More than 93% of the respondents
said they’re expecting their organiza-
tions to embark upon one or more
reforms in the next 1-2 years. RESPONDENTS
31
CONCLUSION
But the road to a successful implementation is often fraught with challenges. A lack
of vision from leadership and poor implementation are pervasive, major obstacles
to a desirable outcome. In many cases, communication, strategic planning skills,
talent planning, training and implementation also need work.
32
CONCLUSION
Many organizations still treat it as an ad-hoc process. Leaders must connect organizations
and agencies, build partnerships and inject innovation into their reform efforts if they want
them to succeed. Organizations shouldn’t have to reinvent the wheel when it comes to
finding new, innovative approaches to reform. Understanding the common lifecycle shared
by all successful reform efforts can significantly increase the chance of success.
33
A SUCCESSFUL REFORM SHOULD
- Provide better services to customers
- Improve the organization’s culture and increase morale
- Lead to greater organizational efficiencies
- Reduce negative outside perceptions
But it depends on whether it is effectively managed.
34
ABOUT FEDSCOOP
FedScoop features up-to-the-minute breaking government tech news
and is the government IT community’s platform for education and
collaboration. FedScoop engages top leaders from the White House,
federal agencies, academia and the tech industry both online and in
person to discuss ways technology can improve government, and
to exchange best practices and identify how to achieve common
goals. Our websites include: FedScoop, FedScoopEvents,
FedScoopRadio, FedScoopTV and FedMentors.

Weitere ähnliche Inhalte

Was ist angesagt?

Job One: Reimagine Today's State Government Workforce
Job One: Reimagine Today's State Government WorkforceJob One: Reimagine Today's State Government Workforce
Job One: Reimagine Today's State Government Workforceaccenture
 
2020 Future Work Skills" by Institute of the Future (pdf)
2020 Future Work Skills" by Institute of the Future (pdf)2020 Future Work Skills" by Institute of the Future (pdf)
2020 Future Work Skills" by Institute of the Future (pdf)Errol A. Adams, J.D., M.L.S.
 
2016 Thumbtack Small Business Friendliness Survey
2016 Thumbtack Small Business Friendliness Survey2016 Thumbtack Small Business Friendliness Survey
2016 Thumbtack Small Business Friendliness SurveyThumbtack, Inc.
 
Wadds Inc. Almanac: Challenges and opportunities for public relations 2022
Wadds Inc. Almanac: Challenges and opportunities for public relations 2022Wadds Inc. Almanac: Challenges and opportunities for public relations 2022
Wadds Inc. Almanac: Challenges and opportunities for public relations 2022Stephen Waddington
 
Data and Algorithmic Bias in the Web
Data and Algorithmic Bias in the WebData and Algorithmic Bias in the Web
Data and Algorithmic Bias in the WebWebVisions
 
Mission: Possible! Your cognitive future in government
Mission: Possible! Your cognitive future in governmentMission: Possible! Your cognitive future in government
Mission: Possible! Your cognitive future in governmentIBM Government
 
RxCX: Customer Experience as a prescription for improving government performance
RxCX: Customer Experience as a prescription for improving government performanceRxCX: Customer Experience as a prescription for improving government performance
RxCX: Customer Experience as a prescription for improving government performanceDeloitte United States
 
Smarter Computing to Support 21st Century Governance
Smarter Computing to Support 21st Century GovernanceSmarter Computing to Support 21st Century Governance
Smarter Computing to Support 21st Century Governancejabenjamusibm
 
How Do OECD Forum Attendees Compare with Citizens Around the World on Views A...
How Do OECD Forum Attendees Compare with Citizens Around the World on Views A...How Do OECD Forum Attendees Compare with Citizens Around the World on Views A...
How Do OECD Forum Attendees Compare with Citizens Around the World on Views A...Pew Research Center
 
2017 q4 McKinsey quarterly - artificial intelligence takes shape
2017 q4 McKinsey quarterly - artificial intelligence takes shape2017 q4 McKinsey quarterly - artificial intelligence takes shape
2017 q4 McKinsey quarterly - artificial intelligence takes shapeAhmed Al Bilal
 
Big Data; Big Potential: How to find the talent who can harness its power
Big Data; Big Potential: How to find the talent who can harness its powerBig Data; Big Potential: How to find the talent who can harness its power
Big Data; Big Potential: How to find the talent who can harness its powerLucas Group
 
2016 q4 McKinsey quarterlyy - does your data have a purpose
2016 q4 McKinsey quarterlyy - does your data have a purpose2016 q4 McKinsey quarterlyy - does your data have a purpose
2016 q4 McKinsey quarterlyy - does your data have a purposeAhmed Al Bilal
 
Data Modernization: Breaking the AI Vicious Cycle for Superior Decision-making
Data Modernization: Breaking the AI Vicious Cycle for Superior Decision-makingData Modernization: Breaking the AI Vicious Cycle for Superior Decision-making
Data Modernization: Breaking the AI Vicious Cycle for Superior Decision-makingCognizant
 

Was ist angesagt? (19)

The path to 2025
The path to 2025The path to 2025
The path to 2025
 
Digital Governance PL #1
Digital Governance PL #1Digital Governance PL #1
Digital Governance PL #1
 
Job One: Reimagine Today's State Government Workforce
Job One: Reimagine Today's State Government WorkforceJob One: Reimagine Today's State Government Workforce
Job One: Reimagine Today's State Government Workforce
 
2020 Future Work Skills" by Institute of the Future (pdf)
2020 Future Work Skills" by Institute of the Future (pdf)2020 Future Work Skills" by Institute of the Future (pdf)
2020 Future Work Skills" by Institute of the Future (pdf)
 
2016 Thumbtack Small Business Friendliness Survey
2016 Thumbtack Small Business Friendliness Survey2016 Thumbtack Small Business Friendliness Survey
2016 Thumbtack Small Business Friendliness Survey
 
Wadds Inc. Almanac: Challenges and opportunities for public relations 2022
Wadds Inc. Almanac: Challenges and opportunities for public relations 2022Wadds Inc. Almanac: Challenges and opportunities for public relations 2022
Wadds Inc. Almanac: Challenges and opportunities for public relations 2022
 
Data and Algorithmic Bias in the Web
Data and Algorithmic Bias in the WebData and Algorithmic Bias in the Web
Data and Algorithmic Bias in the Web
 
Mission: Possible! Your cognitive future in government
Mission: Possible! Your cognitive future in governmentMission: Possible! Your cognitive future in government
Mission: Possible! Your cognitive future in government
 
RxCX: Customer Experience as a prescription for improving government performance
RxCX: Customer Experience as a prescription for improving government performanceRxCX: Customer Experience as a prescription for improving government performance
RxCX: Customer Experience as a prescription for improving government performance
 
b2025surveysummary (1)
b2025surveysummary (1)b2025surveysummary (1)
b2025surveysummary (1)
 
Smarter Computing to Support 21st Century Governance
Smarter Computing to Support 21st Century GovernanceSmarter Computing to Support 21st Century Governance
Smarter Computing to Support 21st Century Governance
 
How Do OECD Forum Attendees Compare with Citizens Around the World on Views A...
How Do OECD Forum Attendees Compare with Citizens Around the World on Views A...How Do OECD Forum Attendees Compare with Citizens Around the World on Views A...
How Do OECD Forum Attendees Compare with Citizens Around the World on Views A...
 
2017 q4 McKinsey quarterly - artificial intelligence takes shape
2017 q4 McKinsey quarterly - artificial intelligence takes shape2017 q4 McKinsey quarterly - artificial intelligence takes shape
2017 q4 McKinsey quarterly - artificial intelligence takes shape
 
Impact at Scale
Impact at ScaleImpact at Scale
Impact at Scale
 
Data privacy by the numbers
Data privacy by the numbersData privacy by the numbers
Data privacy by the numbers
 
How boards can lead the cyber-resilient organisation
How boards can lead the cyber-resilient organisation How boards can lead the cyber-resilient organisation
How boards can lead the cyber-resilient organisation
 
Big Data; Big Potential: How to find the talent who can harness its power
Big Data; Big Potential: How to find the talent who can harness its powerBig Data; Big Potential: How to find the talent who can harness its power
Big Data; Big Potential: How to find the talent who can harness its power
 
2016 q4 McKinsey quarterlyy - does your data have a purpose
2016 q4 McKinsey quarterlyy - does your data have a purpose2016 q4 McKinsey quarterlyy - does your data have a purpose
2016 q4 McKinsey quarterlyy - does your data have a purpose
 
Data Modernization: Breaking the AI Vicious Cycle for Superior Decision-making
Data Modernization: Breaking the AI Vicious Cycle for Superior Decision-makingData Modernization: Breaking the AI Vicious Cycle for Superior Decision-making
Data Modernization: Breaking the AI Vicious Cycle for Superior Decision-making
 

Andere mochten auch

Organic Sustainable Foods: Solutions for Health Crisis & Climate Change
Organic Sustainable Foods: Solutions for Health Crisis & Climate ChangeOrganic Sustainable Foods: Solutions for Health Crisis & Climate Change
Organic Sustainable Foods: Solutions for Health Crisis & Climate ChangeMaggie Jacobs
 
User Experience Designer Prasanna Kate
User Experience Designer Prasanna Kate User Experience Designer Prasanna Kate
User Experience Designer Prasanna Kate Prasanna kate
 
Módulo02 litearcia da informação
Módulo02 litearcia da informaçãoMódulo02 litearcia da informação
Módulo02 litearcia da informaçãoJoão Alves Dos Reis
 
L’os d’isgango i l’os lebombo
L’os d’isgango i l’os lebomboL’os d’isgango i l’os lebombo
L’os d’isgango i l’os lebombopaumolist
 
Sponsorship of Outdoor Events
Sponsorship of Outdoor EventsSponsorship of Outdoor Events
Sponsorship of Outdoor EventsChris Middleton
 
Como tirar sua ideia do papel
Como tirar sua ideia do papelComo tirar sua ideia do papel
Como tirar sua ideia do papelidekos
 
Atonement Tree - acrylic painting
Atonement Tree - acrylic paintingAtonement Tree - acrylic painting
Atonement Tree - acrylic paintingTataro
 
Let's Predict the Future: B1 Predicting Needs and Risks
Let's Predict the Future: B1 Predicting Needs and RisksLet's Predict the Future: B1 Predicting Needs and Risks
Let's Predict the Future: B1 Predicting Needs and Riskslisbk
 
MMT Digital at Kentico Connection London 2013 - Responsive Web Design
MMT Digital at Kentico Connection London 2013 - Responsive Web DesignMMT Digital at Kentico Connection London 2013 - Responsive Web Design
MMT Digital at Kentico Connection London 2013 - Responsive Web DesignMMT Digital
 
ACS San Diego, March 2012, InChI Symposium
ACS San Diego, March 2012, InChI SymposiumACS San Diego, March 2012, InChI Symposium
ACS San Diego, March 2012, InChI SymposiumMarkus Sitzmann
 
TechCrunch Media Overview 2015
TechCrunch Media Overview 2015TechCrunch Media Overview 2015
TechCrunch Media Overview 2015Jeff Taylor
 
Virgin Holidays and News UK - Unleash your mojo
Virgin Holidays and News UK - Unleash your mojoVirgin Holidays and News UK - Unleash your mojo
Virgin Holidays and News UK - Unleash your mojoNewsworks
 
Heroes Press - La rassegna stampa di Heroes meet in Maratea
Heroes Press - La rassegna stampa di Heroes meet in MarateaHeroes Press - La rassegna stampa di Heroes meet in Maratea
Heroes Press - La rassegna stampa di Heroes meet in MarateaScai Comunicazione
 
Anatomy of an Intranet (Triangle SharePoint User Group) October 2016
Anatomy of an Intranet (Triangle SharePoint User Group) October 2016Anatomy of an Intranet (Triangle SharePoint User Group) October 2016
Anatomy of an Intranet (Triangle SharePoint User Group) October 2016Michael Greene
 
Solar PV - Environmental Due Diligence
Solar PV - Environmental Due DiligenceSolar PV - Environmental Due Diligence
Solar PV - Environmental Due Diligencedlbelin
 

Andere mochten auch (20)

Organic Sustainable Foods: Solutions for Health Crisis & Climate Change
Organic Sustainable Foods: Solutions for Health Crisis & Climate ChangeOrganic Sustainable Foods: Solutions for Health Crisis & Climate Change
Organic Sustainable Foods: Solutions for Health Crisis & Climate Change
 
User Experience Designer Prasanna Kate
User Experience Designer Prasanna Kate User Experience Designer Prasanna Kate
User Experience Designer Prasanna Kate
 
Art in name
Art   in   nameArt   in   name
Art in name
 
Módulo02 litearcia da informação
Módulo02 litearcia da informaçãoMódulo02 litearcia da informação
Módulo02 litearcia da informação
 
L’os d’isgango i l’os lebombo
L’os d’isgango i l’os lebomboL’os d’isgango i l’os lebombo
L’os d’isgango i l’os lebombo
 
Creating a site structure for the future
Creating a site structure for the futureCreating a site structure for the future
Creating a site structure for the future
 
Sponsorship of Outdoor Events
Sponsorship of Outdoor EventsSponsorship of Outdoor Events
Sponsorship of Outdoor Events
 
Debugging Django
Debugging DjangoDebugging Django
Debugging Django
 
Como tirar sua ideia do papel
Como tirar sua ideia do papelComo tirar sua ideia do papel
Como tirar sua ideia do papel
 
Atonement Tree - acrylic painting
Atonement Tree - acrylic paintingAtonement Tree - acrylic painting
Atonement Tree - acrylic painting
 
Let's Predict the Future: B1 Predicting Needs and Risks
Let's Predict the Future: B1 Predicting Needs and RisksLet's Predict the Future: B1 Predicting Needs and Risks
Let's Predict the Future: B1 Predicting Needs and Risks
 
MMT Digital at Kentico Connection London 2013 - Responsive Web Design
MMT Digital at Kentico Connection London 2013 - Responsive Web DesignMMT Digital at Kentico Connection London 2013 - Responsive Web Design
MMT Digital at Kentico Connection London 2013 - Responsive Web Design
 
ACS San Diego, March 2012, InChI Symposium
ACS San Diego, March 2012, InChI SymposiumACS San Diego, March 2012, InChI Symposium
ACS San Diego, March 2012, InChI Symposium
 
ポロロッカ商法
ポロロッカ商法ポロロッカ商法
ポロロッカ商法
 
Cbo, the Budget Process, and the Outlook
Cbo, the Budget Process, and the OutlookCbo, the Budget Process, and the Outlook
Cbo, the Budget Process, and the Outlook
 
TechCrunch Media Overview 2015
TechCrunch Media Overview 2015TechCrunch Media Overview 2015
TechCrunch Media Overview 2015
 
Virgin Holidays and News UK - Unleash your mojo
Virgin Holidays and News UK - Unleash your mojoVirgin Holidays and News UK - Unleash your mojo
Virgin Holidays and News UK - Unleash your mojo
 
Heroes Press - La rassegna stampa di Heroes meet in Maratea
Heroes Press - La rassegna stampa di Heroes meet in MarateaHeroes Press - La rassegna stampa di Heroes meet in Maratea
Heroes Press - La rassegna stampa di Heroes meet in Maratea
 
Anatomy of an Intranet (Triangle SharePoint User Group) October 2016
Anatomy of an Intranet (Triangle SharePoint User Group) October 2016Anatomy of an Intranet (Triangle SharePoint User Group) October 2016
Anatomy of an Intranet (Triangle SharePoint User Group) October 2016
 
Solar PV - Environmental Due Diligence
Solar PV - Environmental Due DiligenceSolar PV - Environmental Due Diligence
Solar PV - Environmental Due Diligence
 

Ähnlich wie Digital Reform Survey

Building Better Conferences and Training: The Value of Virtual Events in Gove...
Building Better Conferences and Training: The Value of Virtual Events in Gove...Building Better Conferences and Training: The Value of Virtual Events in Gove...
Building Better Conferences and Training: The Value of Virtual Events in Gove...GovLoop
 
Functional Areas In Business
Functional Areas In BusinessFunctional Areas In Business
Functional Areas In BusinessTiffany Castro
 
Entrepreneurship and management
Entrepreneurship and managementEntrepreneurship and management
Entrepreneurship and managementAndrew Yotham
 
Talent Agenda in VUCA times - Sankalp Sharma
Talent Agenda in VUCA times - Sankalp SharmaTalent Agenda in VUCA times - Sankalp Sharma
Talent Agenda in VUCA times - Sankalp Sharmaoshorock
 
The Importance Of Public Human Resource Management
The Importance Of Public Human Resource ManagementThe Importance Of Public Human Resource Management
The Importance Of Public Human Resource ManagementKristi Anderson
 
Strategicmanagementandstrategicplanningprocess chapter
Strategicmanagementandstrategicplanningprocess chapterStrategicmanagementandstrategicplanningprocess chapter
Strategicmanagementandstrategicplanningprocess chapterronieADUANA2
 
Modern finance in the digital age
Modern finance in the digital ageModern finance in the digital age
Modern finance in the digital ageGareth Traves
 
emergingtr-00f0e6beef00c76
emergingtr-00f0e6beef00c76emergingtr-00f0e6beef00c76
emergingtr-00f0e6beef00c76Raja Seevan
 
Investing in Plant Genetic Resources Information for Development
Investing in Plant Genetic Resources Information for DevelopmentInvesting in Plant Genetic Resources Information for Development
Investing in Plant Genetic Resources Information for DevelopmentFAO
 
Software Program Development At Global Investment Inc
Software Program Development At Global Investment IncSoftware Program Development At Global Investment Inc
Software Program Development At Global Investment IncSandy Grasso
 
COMPARATIVE ANALYSIS BETWEEN DETERMINISTIC AND SYSTEMIC MANAGEMENT APPROACH F...
COMPARATIVE ANALYSIS BETWEEN DETERMINISTIC AND SYSTEMIC MANAGEMENT APPROACH F...COMPARATIVE ANALYSIS BETWEEN DETERMINISTIC AND SYSTEMIC MANAGEMENT APPROACH F...
COMPARATIVE ANALYSIS BETWEEN DETERMINISTIC AND SYSTEMIC MANAGEMENT APPROACH F...orajjournal
 
Employability Skills 2000+
Employability Skills 2000+Employability Skills 2000+
Employability Skills 2000+Heather Reimer
 
Transformation or Transition
Transformation or TransitionTransformation or Transition
Transformation or TransitionMike Pounsford
 
Anti Corruption Watchdog Transparency International Ranks...
Anti Corruption Watchdog Transparency International Ranks...Anti Corruption Watchdog Transparency International Ranks...
Anti Corruption Watchdog Transparency International Ranks...Mary Stevenson
 

Ähnlich wie Digital Reform Survey (20)

Reform Infographic
Reform InfographicReform Infographic
Reform Infographic
 
Fujitsu PACT 2017
Fujitsu PACT 2017Fujitsu PACT 2017
Fujitsu PACT 2017
 
2010 Tech America Federal CIO Survey Final Report
2010 Tech America Federal CIO Survey Final Report2010 Tech America Federal CIO Survey Final Report
2010 Tech America Federal CIO Survey Final Report
 
Building Better Conferences and Training: The Value of Virtual Events in Gove...
Building Better Conferences and Training: The Value of Virtual Events in Gove...Building Better Conferences and Training: The Value of Virtual Events in Gove...
Building Better Conferences and Training: The Value of Virtual Events in Gove...
 
Functional Areas In Business
Functional Areas In BusinessFunctional Areas In Business
Functional Areas In Business
 
Entrepreneurship and management
Entrepreneurship and managementEntrepreneurship and management
Entrepreneurship and management
 
Talent Agenda in VUCA times - Sankalp Sharma
Talent Agenda in VUCA times - Sankalp SharmaTalent Agenda in VUCA times - Sankalp Sharma
Talent Agenda in VUCA times - Sankalp Sharma
 
The Importance Of Public Human Resource Management
The Importance Of Public Human Resource ManagementThe Importance Of Public Human Resource Management
The Importance Of Public Human Resource Management
 
Strategicmanagementandstrategicplanningprocess chapter
Strategicmanagementandstrategicplanningprocess chapterStrategicmanagementandstrategicplanningprocess chapter
Strategicmanagementandstrategicplanningprocess chapter
 
Modern finance in the digital age
Modern finance in the digital ageModern finance in the digital age
Modern finance in the digital age
 
Beyond EPM Glocal Project Management System
Beyond EPM Glocal Project Management SystemBeyond EPM Glocal Project Management System
Beyond EPM Glocal Project Management System
 
emergingtr-00f0e6beef00c76
emergingtr-00f0e6beef00c76emergingtr-00f0e6beef00c76
emergingtr-00f0e6beef00c76
 
Beyond EPM- Glocal Project Management System
Beyond EPM- Glocal Project Management SystemBeyond EPM- Glocal Project Management System
Beyond EPM- Glocal Project Management System
 
InnoGOV magazine
InnoGOV magazineInnoGOV magazine
InnoGOV magazine
 
Investing in Plant Genetic Resources Information for Development
Investing in Plant Genetic Resources Information for DevelopmentInvesting in Plant Genetic Resources Information for Development
Investing in Plant Genetic Resources Information for Development
 
Software Program Development At Global Investment Inc
Software Program Development At Global Investment IncSoftware Program Development At Global Investment Inc
Software Program Development At Global Investment Inc
 
COMPARATIVE ANALYSIS BETWEEN DETERMINISTIC AND SYSTEMIC MANAGEMENT APPROACH F...
COMPARATIVE ANALYSIS BETWEEN DETERMINISTIC AND SYSTEMIC MANAGEMENT APPROACH F...COMPARATIVE ANALYSIS BETWEEN DETERMINISTIC AND SYSTEMIC MANAGEMENT APPROACH F...
COMPARATIVE ANALYSIS BETWEEN DETERMINISTIC AND SYSTEMIC MANAGEMENT APPROACH F...
 
Employability Skills 2000+
Employability Skills 2000+Employability Skills 2000+
Employability Skills 2000+
 
Transformation or Transition
Transformation or TransitionTransformation or Transition
Transformation or Transition
 
Anti Corruption Watchdog Transparency International Ranks...
Anti Corruption Watchdog Transparency International Ranks...Anti Corruption Watchdog Transparency International Ranks...
Anti Corruption Watchdog Transparency International Ranks...
 

Mehr von Booz Allen Hamilton

You Can Hack That: How to Use Hackathons to Solve Your Toughest Challenges
You Can Hack That: How to Use Hackathons to Solve Your Toughest ChallengesYou Can Hack That: How to Use Hackathons to Solve Your Toughest Challenges
You Can Hack That: How to Use Hackathons to Solve Your Toughest ChallengesBooz Allen Hamilton
 
Examining Flexibility in the Workplace for Working Moms
Examining Flexibility in the Workplace for Working MomsExamining Flexibility in the Workplace for Working Moms
Examining Flexibility in the Workplace for Working MomsBooz Allen Hamilton
 
Booz Allen's 10 Cyber Priorities for Boards of Directors
Booz Allen's 10 Cyber Priorities for Boards of DirectorsBooz Allen's 10 Cyber Priorities for Boards of Directors
Booz Allen's 10 Cyber Priorities for Boards of DirectorsBooz Allen Hamilton
 
Homeland Threats: Today and Tomorrow
Homeland Threats: Today and TomorrowHomeland Threats: Today and Tomorrow
Homeland Threats: Today and TomorrowBooz Allen Hamilton
 
Preparing for New Healthcare Payment Models
Preparing for New Healthcare Payment ModelsPreparing for New Healthcare Payment Models
Preparing for New Healthcare Payment ModelsBooz Allen Hamilton
 
The Product Owner’s Universe: Agile Coaching
The Product Owner’s Universe: Agile CoachingThe Product Owner’s Universe: Agile Coaching
The Product Owner’s Universe: Agile CoachingBooz Allen Hamilton
 
Immersive Learning: The Future of Training is Here
Immersive Learning: The Future of Training is HereImmersive Learning: The Future of Training is Here
Immersive Learning: The Future of Training is HereBooz Allen Hamilton
 
Nuclear Promise: Reducing Cost While Improving Performance
Nuclear Promise: Reducing Cost While Improving PerformanceNuclear Promise: Reducing Cost While Improving Performance
Nuclear Promise: Reducing Cost While Improving PerformanceBooz Allen Hamilton
 
Frenemies – When Unlikely Partners Join Forces
Frenemies – When Unlikely Partners Join ForcesFrenemies – When Unlikely Partners Join Forces
Frenemies – When Unlikely Partners Join ForcesBooz Allen Hamilton
 
Booz Allen Secure Agile Development
Booz Allen Secure Agile DevelopmentBooz Allen Secure Agile Development
Booz Allen Secure Agile DevelopmentBooz Allen Hamilton
 
Booz Allen Industrial Cybersecurity Threat Briefing
Booz Allen Industrial Cybersecurity Threat BriefingBooz Allen Industrial Cybersecurity Threat Briefing
Booz Allen Industrial Cybersecurity Threat BriefingBooz Allen Hamilton
 
Booz Allen Hamilton and Market Connections: C4ISR Survey Report
Booz Allen Hamilton and Market Connections: C4ISR Survey ReportBooz Allen Hamilton and Market Connections: C4ISR Survey Report
Booz Allen Hamilton and Market Connections: C4ISR Survey ReportBooz Allen Hamilton
 
Modern C4ISR Integrates, Innovates and Secures Military Networks
Modern C4ISR Integrates, Innovates and Secures Military NetworksModern C4ISR Integrates, Innovates and Secures Military Networks
Modern C4ISR Integrates, Innovates and Secures Military NetworksBooz Allen Hamilton
 
Agile and Open C4ISR Systems - Helping the Military Integrate, Innovate and S...
Agile and Open C4ISR Systems - Helping the Military Integrate, Innovate and S...Agile and Open C4ISR Systems - Helping the Military Integrate, Innovate and S...
Agile and Open C4ISR Systems - Helping the Military Integrate, Innovate and S...Booz Allen Hamilton
 
Booz Allen Field Guide to Data Science
Booz Allen Field Guide to Data Science Booz Allen Field Guide to Data Science
Booz Allen Field Guide to Data Science Booz Allen Hamilton
 
The Enterprise Integrator - C4ISR
The Enterprise Integrator - C4ISRThe Enterprise Integrator - C4ISR
The Enterprise Integrator - C4ISRBooz Allen Hamilton
 

Mehr von Booz Allen Hamilton (20)

You Can Hack That: How to Use Hackathons to Solve Your Toughest Challenges
You Can Hack That: How to Use Hackathons to Solve Your Toughest ChallengesYou Can Hack That: How to Use Hackathons to Solve Your Toughest Challenges
You Can Hack That: How to Use Hackathons to Solve Your Toughest Challenges
 
Examining Flexibility in the Workplace for Working Moms
Examining Flexibility in the Workplace for Working MomsExamining Flexibility in the Workplace for Working Moms
Examining Flexibility in the Workplace for Working Moms
 
The True Cost of Childcare
The True Cost of ChildcareThe True Cost of Childcare
The True Cost of Childcare
 
Booz Allen's 10 Cyber Priorities for Boards of Directors
Booz Allen's 10 Cyber Priorities for Boards of DirectorsBooz Allen's 10 Cyber Priorities for Boards of Directors
Booz Allen's 10 Cyber Priorities for Boards of Directors
 
Inaugural Addresses
Inaugural AddressesInaugural Addresses
Inaugural Addresses
 
Military Spouse Career Roadmap
Military Spouse Career Roadmap Military Spouse Career Roadmap
Military Spouse Career Roadmap
 
Homeland Threats: Today and Tomorrow
Homeland Threats: Today and TomorrowHomeland Threats: Today and Tomorrow
Homeland Threats: Today and Tomorrow
 
Preparing for New Healthcare Payment Models
Preparing for New Healthcare Payment ModelsPreparing for New Healthcare Payment Models
Preparing for New Healthcare Payment Models
 
The Product Owner’s Universe: Agile Coaching
The Product Owner’s Universe: Agile CoachingThe Product Owner’s Universe: Agile Coaching
The Product Owner’s Universe: Agile Coaching
 
Immersive Learning: The Future of Training is Here
Immersive Learning: The Future of Training is HereImmersive Learning: The Future of Training is Here
Immersive Learning: The Future of Training is Here
 
Nuclear Promise: Reducing Cost While Improving Performance
Nuclear Promise: Reducing Cost While Improving PerformanceNuclear Promise: Reducing Cost While Improving Performance
Nuclear Promise: Reducing Cost While Improving Performance
 
Frenemies – When Unlikely Partners Join Forces
Frenemies – When Unlikely Partners Join ForcesFrenemies – When Unlikely Partners Join Forces
Frenemies – When Unlikely Partners Join Forces
 
Booz Allen Secure Agile Development
Booz Allen Secure Agile DevelopmentBooz Allen Secure Agile Development
Booz Allen Secure Agile Development
 
Booz Allen Industrial Cybersecurity Threat Briefing
Booz Allen Industrial Cybersecurity Threat BriefingBooz Allen Industrial Cybersecurity Threat Briefing
Booz Allen Industrial Cybersecurity Threat Briefing
 
Booz Allen Hamilton and Market Connections: C4ISR Survey Report
Booz Allen Hamilton and Market Connections: C4ISR Survey ReportBooz Allen Hamilton and Market Connections: C4ISR Survey Report
Booz Allen Hamilton and Market Connections: C4ISR Survey Report
 
CITRIX IN AMAZON WEB SERVICES
CITRIX IN AMAZON WEB SERVICESCITRIX IN AMAZON WEB SERVICES
CITRIX IN AMAZON WEB SERVICES
 
Modern C4ISR Integrates, Innovates and Secures Military Networks
Modern C4ISR Integrates, Innovates and Secures Military NetworksModern C4ISR Integrates, Innovates and Secures Military Networks
Modern C4ISR Integrates, Innovates and Secures Military Networks
 
Agile and Open C4ISR Systems - Helping the Military Integrate, Innovate and S...
Agile and Open C4ISR Systems - Helping the Military Integrate, Innovate and S...Agile and Open C4ISR Systems - Helping the Military Integrate, Innovate and S...
Agile and Open C4ISR Systems - Helping the Military Integrate, Innovate and S...
 
Booz Allen Field Guide to Data Science
Booz Allen Field Guide to Data Science Booz Allen Field Guide to Data Science
Booz Allen Field Guide to Data Science
 
The Enterprise Integrator - C4ISR
The Enterprise Integrator - C4ISRThe Enterprise Integrator - C4ISR
The Enterprise Integrator - C4ISR
 

Kürzlich hochgeladen

Entrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsEntrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsP&CO
 
A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.mcshagufta46
 
NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023Steve Rader
 
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...AustraliaChapterIIBA
 
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024Stephan Koning
 
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView
 
Plano de marketing- inglês em formato ppt
Plano de marketing- inglês  em formato pptPlano de marketing- inglês  em formato ppt
Plano de marketing- inglês em formato pptElizangelaSoaresdaCo
 
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHelene Heckrotte
 
MoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor PresentationMoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor Presentationbaron83
 
Fabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsFabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsWristbands Ireland
 
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...Brian Solis
 
Live-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarLive-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarNathanielSchmuck
 
Intellectual Property Licensing Examples
Intellectual Property Licensing ExamplesIntellectual Property Licensing Examples
Intellectual Property Licensing Examplesamberjiles31
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access
 
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)tazeenaila12
 
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfChicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfSourav Sikder
 
Slicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinSlicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinAnton Skornyakov
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsyasinnathani
 
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...IMARC Group
 

Kürzlich hochgeladen (20)

Entrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsEntrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizations
 
A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.
 
NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023
 
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
 
WAM Corporate Presentation Mar 25 2024.pdf
WAM Corporate Presentation Mar 25 2024.pdfWAM Corporate Presentation Mar 25 2024.pdf
WAM Corporate Presentation Mar 25 2024.pdf
 
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
 
Plano de marketing- inglês em formato ppt
Plano de marketing- inglês  em formato pptPlano de marketing- inglês  em formato ppt
Plano de marketing- inglês em formato ppt
 
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
 
MoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor PresentationMoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor Presentation
 
Fabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsFabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and Festivals
 
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
 
Live-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarLive-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry Webinar
 
Intellectual Property Licensing Examples
Intellectual Property Licensing ExamplesIntellectual Property Licensing Examples
Intellectual Property Licensing Examples
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024
 
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
 
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfChicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
 
Slicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinSlicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup Berlin
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story points
 
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
 

Digital Reform Survey

  • 2. 2 TABLE OF CONTENTS Our Approach ....................................................... 4 Part I ..................................................................... 9 Part II ..................................................................15 Part III: ............................................................... 24 Conclusion ........................................................ 30 About FedScoop ............................................... 34
  • 3. 3 THE QUESTION In today’s climate of reform, how do federal agencies succeed in implementing reform and how do they know when they are successful? THE SURVEY This survey explores attitudes and challenges related to government reform implementation and offers case studies and best practices from those who have experienced major reform efforts
  • 4. 4 OUR APPROACH FedScoop surveyed more than 195decision makers in government and private sector. Government Industry
  • 5. 5 OUR APPROACH Nearly 85% work in government and more than 15% work in industry: Civilian Defense Intelligence Not applicable 1% Secretary/SES or industry CEO/president Component head/industry CXO Program manager or industry senior management Non-management employee 14% 8% 33% 45%
  • 6. 6 RECOMMENDATIONS DON’T REINVENT THE WHEEL. When you’re faced with reform, or mandated change, you need to make a lot of decisions and some can have unintended consequences. The key to dealing with the complexity and uncertainty of mandated change is to understand the journey that many have walked before. Reform follows a common lifecycle – a lifecycle that, once understood, can drive your success. Take the time to understand the lifecycle and seize the opportunity of reform. INNOVATE AND ACCELERATE. Business accelerators have helped quickly launch successful start-ups, and government agencies are exploring how to use those principles to inject speed and innovation into reform implementation. Partner with experienced organizations to jump-start and accelerate your reform journey and achieve success by focusing on key ingredients, including strategy, resources, talent, and engagement.
  • 7. 7 RECOMMENDATIONS EMBRACE CONSTRUCTIVE DISRUPTION. Make today’s social and technological disruptive trends work for you. Invest and build a digital ecosystem that takes advantage of the potential of today’s technology. Use predictive modeling and other analytics to test ideas that can save time and money. Move beyond traditional communications approaches and change behavior by creating engagement through social and digital technologies. CREATE AND TAP INTO A BROADER NETWORK OF RESOURCES. To keep pace with the increasing volume, variety, and velocity of reform, government agencies need to explore and champion alternate sourcing strategies for talent, solutions, and resources. Establish a broad network, including other government agencies, industry leaders, and academia, to advise and provide support (e.g., mentoring). Use your network to pursue alternate approaches, such as challenges and hack-a-thons to develop and procure talent and solutions. These alternate approaches harness the power of innovation to provide cost-effective solutions in a short amount of time.
  • 8. 8 RECOMMENDATIONS CREATE A CHIEF REFORM OFFICER. Today’s reform expands beyond the purview of one agency and reform implementation isn’t getting any easier. Identify a leader, or perhaps a network of leaders, to ensure the right knowledge is focused on the right challenge, coordinate reform planning and implementation from a big picture perspective, and promote transparency across the public, business community, media, administration and Congress.
  • 9. 9 BACKGROUND For the past few decades, the government has taken several steps to become leaner, more effective and less bureaucratic. Back in the early 1990s, the Clinton administration saw the genesis of an interagency task force aimed at reforming how the federal government works. That was hardly the first time the public sector saw such an ambitious revamp, as it was the 11th of its kind in the 20th century created for a reform purpose.
  • 10. 10 BACKGROUND In more recent years, since President Barack Obama took office, the spotlight has been on major overhauls including education, information technology, intelligence, financial, immigration and health care. All those efforts have required -- and continue to require -- time commitments, stakeholder buy-in, clear, top-down communication and realistic expectations, with a sharp eye toward the final results.
  • 11. 11 BACKGROUND Regardless of where and when a successful reform effort takes place, leaders today must be capable of leveraging the common lifecycle all successful reform efforts share. They must be keen to recognize the various triggers that often point to the need for reform, including technological, financial, political factors. And once the need for reform has been identified, leaders can embark upon detailed work of rethinking and retooling the enterprise.
  • 12. 12 BACKGROUND Reform today is viewed by many as the new normal. It’s no longer defined by episodic change, but by the continuous evolution of technologies, policies, procedures and strategic thinking. Today’s reform leaders approach reform not as a one-time fix, but as a normal part of their organization’s day-to-day mission.
  • 13. 13 SENTIMENTS ABOUT PAST AND CURRENT GOVERNMENT REFORM EFFORTS: “Government is instituted for the common good; for the protection, safety, prosperity, and happiness of the people; and not for profit, honor, or private interest of any one man, family, or class of men; therefore, the people alone have an incontestable, unalienable, and indefeasible right to institute government; and to reform, alter, or totally change the same, when their protection, safety, prosperity, and happiness require it.” (President John Adams) “Accomplishing major reform will not be easy, but streamlining our obsolete approach to federal IT is essential to providing a better value for the American taxpayer dollar.” (Rep. Darrell Issa on IT reform, September 2012)
  • 14. 14 SENTIMENTS ABOUT PAST AND CURRENT GOVERNMENT REFORM EFFORTS: “Independent economists say immigration reform will grow our economy and shrink our deficits by almost $1 trillion in the next two decades. And for good reason: when people come here to fulfill their dreams – to study, invent and contribute to our culture – they make our country a more attractive place for businesses to locate and create jobs for everyone.” (President Barack Obama, January 2014) “There remain no clear, easy answers to what intelligence reform looks like. All four directors have taken significantly different approaches to their role and responsibilities. It remains very much driven by the individuals involved.” (Michael Leiter, former director of the National Counterterrorism Center, December 2013)
  • 15. 15 WORKFORCE PERCEPTION 95%of government respondents have experience with reform, yet more than ½ don’t know if those efforts were effective. The #1 source driving reform is organizational leadership – whether it is a change in vision from existing organizational leadership or new organizational leadership all together.
  • 16. 16 WORKFORCE PERCEPTION 50% of government respondents said improved service to customers was the #1 sign of successful and effective reform. 54% of respondents found reform laws and regulations hard to understand. 56% of respondents expressed difficulty in planning for reform implementation.
  • 17. 17 WORKFORCE PERCEPTION Although 3/4 of respondents believe that finding the money to implement reform is a challenge, the same number agree that reform is an opportunity to rethink the mission and rediscover the purpose of the organization.
  • 18. 18 THE INGREDIENTS FOR SUCCESSFUL REFORM: 65% of government respondents say enhancing talent is critical to successful reform. 70% of government respondents agree the #1 skillset needed for successful reform is communication.
  • 19. 19 TOP 5 SKILLS AGENCIES CURRENTLY NEED TO ENHANCE FOR SUCCESSFUL REFORM ADOPTION: Communication channels with employees affected by reform Strategic planning Talent planning, training and implementation Resource and implementation planning and overall program schedule Creating new processes and integrating mechanisms
  • 20. 20 CRUCIAL VS. LESS IMPORTANT Respondents’ opinions differed on which skills were important to successfully implement reform: CRUCIAL: - Communication channels with employees affected by reform - Strategic planning - Resource and implementation planning and overall program schedule management
  • 21. 21 CRUCIAL VS. LESS IMPORTANT LESS IMPORTANT: - Effective relations with the Hill - Effective relations with other government offices
  • 22. 22 HOW ORGANIZATIONS GAUGE IF REFORM EFFORTS HAVE BEEN SUCCESSFUL: “It’s time to fundamentally change the way that we do business in Washington. To help build a new foundation for the 21st century, we need to reform our government so that it is more efficient, more transparent and more creative. That will demand new thinking and a new sense of responsibility for every dollar that is spent.” (President Barack Obama)
  • 23. 23 HOW ORGANIZATIONS GAUGE IF REFORM EFFORTS HAVE BEEN SUCCESSFUL: Half of respondents said the implementation of a reform is effective when their agency improves service to customers Improved service to customers Visible change in culture Cost savings in the organization Increase available resources to other mission priorities Decrease external scrutiny/criticism Positive change in public sentiment toward the organization Increased productivity
  • 24. 24 CASE STUDY: INNOVATION CAN DRIVE REFORM Injecting innovation into reform efforts is critical to success. Just ask the Energy Department. When the agency wanted to come up with new, revolutionary tools that would have an impact on the nation’s energy use, it held a technology development contest. In just 48 hours, the winning team developed an app that enabled citizens to track and monitor their home energy use.
  • 25. 25 DOE’s innovative approach to solving an important energy challenge turned the traditional government approach on its head. What would have taken the government months to issue a statement of work, and even more time to conduct a competition and review proposals, took a small, innovative team of developers one weekend to deliver. CASE STUDY: INNOVATION CAN DRIVE REFORM
  • 26. 26 Another example of how government is using innovation to overcome traditional contracting obstacles to reform is Challenge.gov, which allows agencies to post problems that they are dealing with and award cash prizes to the most innovative solutions. CASE STUDY: INNOVATION CAN DRIVE REFORM
  • 27. 27 HOW CAN AGENCIES SPEED UP REFORM PLANNING AND IMPLEMENTATION? Obtain outside subject matter expertise to provide insight to staff on area of reform interest and/or implementation. I would suggest working with outside organizations that can objectively analyze our processes and provide constructive feedback. There’s too much tunnel vision and denial in our agency. Commission a professional review of current practices and solicit professional recommendation for moving organization forward along the policies articulated by overarching enterprise leadership.
  • 28. 28 HOW CAN AGENCIES SPEED UP REFORM PLANNING AND IMPLEMENTATION? Provide accountability at all levels. Senior management should be accountable to communicate the message and vision for agencies and expect consistency across the regions. Select and use contemporary methodologies and best practices to standardize and add discipline to processes. The vision and goals for reform have to be from the top down. If the top doesn’t support it, lower-level employees are not able to make change happen. There are currently no incentives or support for improvement/change in my organization.
  • 29. 29 HOW CAN AGENCIES SPEED UP REFORM PLANNING AND IMPLEMENTATION? Take away resources from ineffective programs, keeping them on life support until they can be replaced or shut down altogether. Acquisition streamlining! Current process is wasteful and not agile. We need to conduct a realistic assessment of staffing resources, current skill sets, and potential training needs before attempting to implement any level of reform. In addition, reform efforts frequently result in added bureaucracy and burden on workers without any assessment of what processes can be eliminated or modified before we overlay another initiative. SESers should consult early with their GS-15 staff who often have highest direct knowledge of the processes to be reformed (and may also have industry best practices experience, too.)
  • 30. 30 CONCLUSION This survey found that reform in government is both needed and expected. More than 93% of the respondents said they’re expecting their organiza- tions to embark upon one or more reforms in the next 1-2 years. RESPONDENTS
  • 31. 31 CONCLUSION But the road to a successful implementation is often fraught with challenges. A lack of vision from leadership and poor implementation are pervasive, major obstacles to a desirable outcome. In many cases, communication, strategic planning skills, talent planning, training and implementation also need work.
  • 32. 32 CONCLUSION Many organizations still treat it as an ad-hoc process. Leaders must connect organizations and agencies, build partnerships and inject innovation into their reform efforts if they want them to succeed. Organizations shouldn’t have to reinvent the wheel when it comes to finding new, innovative approaches to reform. Understanding the common lifecycle shared by all successful reform efforts can significantly increase the chance of success.
  • 33. 33 A SUCCESSFUL REFORM SHOULD - Provide better services to customers - Improve the organization’s culture and increase morale - Lead to greater organizational efficiencies - Reduce negative outside perceptions But it depends on whether it is effectively managed.
  • 34. 34 ABOUT FEDSCOOP FedScoop features up-to-the-minute breaking government tech news and is the government IT community’s platform for education and collaboration. FedScoop engages top leaders from the White House, federal agencies, academia and the tech industry both online and in person to discuss ways technology can improve government, and to exchange best practices and identify how to achieve common goals. Our websites include: FedScoop, FedScoopEvents, FedScoopRadio, FedScoopTV and FedMentors.