Booz Allen’s work with FedScoop has resulted in a Government Reform Study. The study reveals that reform is necessary and welcomed by senior decision-makers in government and the private sector, but implementing reform is often met with challenges. The study highlights five key recommendations around ways senior decision-makers can navigate the complexities of reform.
Leading reform isn't easy, but for the past 100 years, Booz Allen has helped both public and private sector clients do exactly that. Our goal is to walk with you on this journey to help bring clarity to the chaos and spark some innovation along the way.
I am a proud angel investor in LEARNVEST, which was sold to Northwestern Mutual earlier this year. I just came across this very interesting report they did on financial confidence. If you know me, you know I love research, especially on anything related to women and money. Here it is!
The Deloitte M&A focus on: Analytics survey collected responses from 500 corporate leaders (director-level or above) at large U.S. companies about analytics. In this presentation, we’ve shared some of their high-level insights on everything from where analytics is being used in the deal making process to what types of data is being examined, and much more. http://bit.ly/1LHNKKd
A new study conducted jointly by Ipsos Public Affairs and the Center for Business Analytics in the McIntire School of Commerce at the University of Virginia shows that U.S. consumers are ambivalent about automation as they express both optimism and concern.
A report looking at comparative rankings of cities specifically
within APEC across multiple indicators; including housing, hard infrastructure, cultural vibrancy, tolerance and inclusion.
Etude PwC "20ème édition de la CEO Survey" - Janvier 2017PwC France
Quelles sont les préoccupations des dirigeants en 2017 ?
Cette année, plus de 1300 dirigeants du monde entier ont témoigné de leur confiance en l’avenir, leur priorités stratégiques.
Recherche de talents et des futurs leaders de demain, stratégies de développement, poids de la technologie et son impact sur la confiance en l’entreprise, dynamiques opposées de mondialisation et de nationalismes impactent le quotidien des dirigeants. Quel regard portent-ils sur leur environnement ?
http://pwc.to/2k0a12Q
***************************************************************
For the last two decades, PwC has asked business leaders everywhere about the trends reshaping business and society. As we mark the 20th year of our annual CEO survey, we’ve observed just how much the world has changed.
Leading reform isn't easy, but for the past 100 years, Booz Allen has helped both public and private sector clients do exactly that. Our goal is to walk with you on this journey to help bring clarity to the chaos and spark some innovation along the way.
I am a proud angel investor in LEARNVEST, which was sold to Northwestern Mutual earlier this year. I just came across this very interesting report they did on financial confidence. If you know me, you know I love research, especially on anything related to women and money. Here it is!
The Deloitte M&A focus on: Analytics survey collected responses from 500 corporate leaders (director-level or above) at large U.S. companies about analytics. In this presentation, we’ve shared some of their high-level insights on everything from where analytics is being used in the deal making process to what types of data is being examined, and much more. http://bit.ly/1LHNKKd
A new study conducted jointly by Ipsos Public Affairs and the Center for Business Analytics in the McIntire School of Commerce at the University of Virginia shows that U.S. consumers are ambivalent about automation as they express both optimism and concern.
A report looking at comparative rankings of cities specifically
within APEC across multiple indicators; including housing, hard infrastructure, cultural vibrancy, tolerance and inclusion.
Etude PwC "20ème édition de la CEO Survey" - Janvier 2017PwC France
Quelles sont les préoccupations des dirigeants en 2017 ?
Cette année, plus de 1300 dirigeants du monde entier ont témoigné de leur confiance en l’avenir, leur priorités stratégiques.
Recherche de talents et des futurs leaders de demain, stratégies de développement, poids de la technologie et son impact sur la confiance en l’entreprise, dynamiques opposées de mondialisation et de nationalismes impactent le quotidien des dirigeants. Quel regard portent-ils sur leur environnement ?
http://pwc.to/2k0a12Q
***************************************************************
For the last two decades, PwC has asked business leaders everywhere about the trends reshaping business and society. As we mark the 20th year of our annual CEO survey, we’ve observed just how much the world has changed.
2016 Thumbtack Small Business Friendliness SurveyThumbtack, Inc.
Today, we released our fifth annual Thumbtack Small Business Friendliness Survey. 12,169 U.S. small business owners participated in the 2016 study, collectively grading 35 states and 78 cities on the government policies that affect their businesses. The skilled professionals we surveyed operate in a variety of industries, including as electricians, music teachers, wedding planners, wellness professionals, and more. It is the largest continuous study of small business perceptions of government policy in the United States.
The Web is the largest public big data repository that humankind has created. In this overwhelming data ocean, we need to be aware of the quality and, in particular, of the biases that exist in this data. In the Web, biases also come from redundancy and spam, as well as from algorithms that we design to improve the user experience. This problem is further exacerbated by biases that are added by these algorithms, specially in the context of search and recommendation systems. They include selection and presentation bias in many forms, interaction bias, social bias, etc. We give several examples and their relation to sparsity and privacy, stressing the importance of the user context to avoid these biases.
Mission: Possible! Your cognitive future in governmentIBM Government
Read the full report here: http://bit.ly/CognitiveFutureInGov
Welcome to the age of cognitive computing, where intelligent machines simulate human brain capabilities to help solve society’s most vexing problems. Early adopters in government and other industries are already realizing significant value from this innovative technology, and its potential to transform government is enormous. Currently, cognitive systems are helping government organizations navigate complexity in operational environments and foster improved engagement with constituents. Our research indicates that government leaders are poised to embrace this groundbreaking technology and invest in cognitive capabilities to improve outcomes for government organizations across mission areas.
RxCX: Customer Experience as a prescription for improving government performanceDeloitte United States
What could happen if government viewed certain public sector challenges through the lens of customer experience? By changing the way people interact with a process rather than focusing solely on the process itself, agencies can broaden the range of available solutions. https://dupress.deloitte.com/dup-us-en/industry/public-sector/improving-customer-experience-government-performance.html
Smarter Computing to Support 21st Century Governancejabenjamusibm
Amid fiscal restraint, government agencies around the world are transforming their
organizations to be more responsive to the challenges facing them. This
transformation is guided by four governance imperatives: (1) improving citizen and
business outcomes, (2) managing public resources effectively, (3) strengthening
safety and security, and (4) ensuring a sustainable environment. These imperatives
play out across all the domains of governance, including education, healthcare,
transportation, utilities, national defense, and public safety. The information
technology (IT) applications and operations that support these imperatives place
substantial workload demands on IT infrastructures. Traditional government IT
systems are built to handle a single workload in a single agency, but are unable to
handle the workloads effectively or efficiently, thus impeding a government agency’s
ability to deliver on its imperatives.
Government CIOs need guidance to help them transform their IT infrastructures
to deliver on these imperatives. Smarter Computing, a new approach to transform
IT infrastructures, is based on three fundamental capabilities: Designed for Data,
Tuned to the Task, and Managed in the Cloud. Smarter Computing enables IT
infrastructures to handle multiple types of data for advanced management and
analysis applications, by using IT components optimized to the workloads placed on
them, to support a variety of service creation and delivery models.
Meanwhile, leaders in every industry are adopting Smarter Computing to address
the challenges they face and opportunities presented by a Smarter Planet, and IBM
is helping some of them to implement the approach.
How Do OECD Forum Attendees Compare with Citizens Around the World on Views A...Pew Research Center
At the Organisation for Economic Co-operation and Development’s annual forum on Dec. 15, 2020, Director of Global Attitudes Research Richard Wike presented the results of an invitation-only poll of forum attendees about the COVID-19 pandemic and its impacts, the state of the global economy, the future of work, and cooperation between countries. The presentation compared the poll's results to findings from Pew Research Center surveys of general publics around the world.
Impact at Scale: Policy Innovation for Instututional Investment with Social and Environmental Benefit, a collaboration between InSight at Pacific Community Ventures and the Initiative for Responsible Investment at Harvard University and funded by The Rockefeller Foundation, examines the practices of the largest U.S. investors in investing for both financial return and positive social and environmental impact.
It also explores the extensive role of public policy in shaping how institutional investors channel capital. The research reveals numerous government strategies that catalyze private investment for public good, including laws in 20 states that allow or encourage “economically targeted investments” where a public pension system invests in its home state to support local economic growth while also targeting a financial return to the fund.
Global consumers want similar things when it comes to personal data. In this slideshow, we explore the sentiments about data privacy expressed by people across countries, industries, and data types.
For more information, please check out the BCG report, "The Trust Advantage" (http://on.bcg.com/1gr9j5P) and visit the "Big Data and Beyond" section of bcg.perspectives (http://on.bcg.com/1g7tpgc).
In the cyber world, many are attacked but not all are victims. Some organisations emerge stronger. The most cyber-resilient organisations can respond to an incident, fix the vulnerabilities and apply the lessons to strategies for the future. A key element of their resilience is governance, a task that falls to the board of directors.
To learn more about the challenges of governing a cyber-resilient organisation, The Economist Intelligence Unit (EIU) conducted a global survey, sponsored by Willis Towers Watson, of 452 large-company board members, C-suite executives and directors with responsibility for cyber-resilience.
Among the findings:
-In the past year, a third of the companies surveyed experienced a serious cyber-incident — one that disrupted operations, impaired financials and damaged reputations — and most placed high odds on another one in the next 12 months.
-Many companies lack confidence in their ability to source talent and develop a cyber-savvy workforce.
-Executives cite the size of the financial and reputational risk as the most important reason for board oversight.
Big Data; Big Potential: How to find the talent who can harness its powerLucas Group
Big Data is in its infancy but it holds great promise. The key to success is finding and keeping the talent with the skills necessary to obtain and analyze the data, ask the right questions, and present findings in a compelling fashion that makes sense for your organization.
Organic Sustainable Foods: Solutions for Health Crisis & Climate ChangeMaggie Jacobs
Super people deserve super foods. For Nutiva, it starts with organic, non-GMO farming—done without chemical pesticides or fertilizers. Our pure superfoods provide vital nutrition while accelerating the organic food movement.
Serving as catalysts, innovators and pathfinders, we inform and inspire, offering thoughtful solutions to planetary challenges. As these ideas take root, communities everywhere are strengthened. We’re B Corp and Green Business certified, holding ourselves accountable to sustainable principles by reducing our carbon footprint, becoming a zero waste facility, and donating 1 percent of our sales.
Join us in raising the bar for social and environmental responsibility. Together we can ensure a vibrant future by revolutionizing the way the world eats!
Nutiva. Nourishing People & Planet.
*Presented by John Roulac at Heirloom Expo in Santa Rosa, CA
PowerPoint created by Maggie Cole
2016 Thumbtack Small Business Friendliness SurveyThumbtack, Inc.
Today, we released our fifth annual Thumbtack Small Business Friendliness Survey. 12,169 U.S. small business owners participated in the 2016 study, collectively grading 35 states and 78 cities on the government policies that affect their businesses. The skilled professionals we surveyed operate in a variety of industries, including as electricians, music teachers, wedding planners, wellness professionals, and more. It is the largest continuous study of small business perceptions of government policy in the United States.
The Web is the largest public big data repository that humankind has created. In this overwhelming data ocean, we need to be aware of the quality and, in particular, of the biases that exist in this data. In the Web, biases also come from redundancy and spam, as well as from algorithms that we design to improve the user experience. This problem is further exacerbated by biases that are added by these algorithms, specially in the context of search and recommendation systems. They include selection and presentation bias in many forms, interaction bias, social bias, etc. We give several examples and their relation to sparsity and privacy, stressing the importance of the user context to avoid these biases.
Mission: Possible! Your cognitive future in governmentIBM Government
Read the full report here: http://bit.ly/CognitiveFutureInGov
Welcome to the age of cognitive computing, where intelligent machines simulate human brain capabilities to help solve society’s most vexing problems. Early adopters in government and other industries are already realizing significant value from this innovative technology, and its potential to transform government is enormous. Currently, cognitive systems are helping government organizations navigate complexity in operational environments and foster improved engagement with constituents. Our research indicates that government leaders are poised to embrace this groundbreaking technology and invest in cognitive capabilities to improve outcomes for government organizations across mission areas.
RxCX: Customer Experience as a prescription for improving government performanceDeloitte United States
What could happen if government viewed certain public sector challenges through the lens of customer experience? By changing the way people interact with a process rather than focusing solely on the process itself, agencies can broaden the range of available solutions. https://dupress.deloitte.com/dup-us-en/industry/public-sector/improving-customer-experience-government-performance.html
Smarter Computing to Support 21st Century Governancejabenjamusibm
Amid fiscal restraint, government agencies around the world are transforming their
organizations to be more responsive to the challenges facing them. This
transformation is guided by four governance imperatives: (1) improving citizen and
business outcomes, (2) managing public resources effectively, (3) strengthening
safety and security, and (4) ensuring a sustainable environment. These imperatives
play out across all the domains of governance, including education, healthcare,
transportation, utilities, national defense, and public safety. The information
technology (IT) applications and operations that support these imperatives place
substantial workload demands on IT infrastructures. Traditional government IT
systems are built to handle a single workload in a single agency, but are unable to
handle the workloads effectively or efficiently, thus impeding a government agency’s
ability to deliver on its imperatives.
Government CIOs need guidance to help them transform their IT infrastructures
to deliver on these imperatives. Smarter Computing, a new approach to transform
IT infrastructures, is based on three fundamental capabilities: Designed for Data,
Tuned to the Task, and Managed in the Cloud. Smarter Computing enables IT
infrastructures to handle multiple types of data for advanced management and
analysis applications, by using IT components optimized to the workloads placed on
them, to support a variety of service creation and delivery models.
Meanwhile, leaders in every industry are adopting Smarter Computing to address
the challenges they face and opportunities presented by a Smarter Planet, and IBM
is helping some of them to implement the approach.
How Do OECD Forum Attendees Compare with Citizens Around the World on Views A...Pew Research Center
At the Organisation for Economic Co-operation and Development’s annual forum on Dec. 15, 2020, Director of Global Attitudes Research Richard Wike presented the results of an invitation-only poll of forum attendees about the COVID-19 pandemic and its impacts, the state of the global economy, the future of work, and cooperation between countries. The presentation compared the poll's results to findings from Pew Research Center surveys of general publics around the world.
Impact at Scale: Policy Innovation for Instututional Investment with Social and Environmental Benefit, a collaboration between InSight at Pacific Community Ventures and the Initiative for Responsible Investment at Harvard University and funded by The Rockefeller Foundation, examines the practices of the largest U.S. investors in investing for both financial return and positive social and environmental impact.
It also explores the extensive role of public policy in shaping how institutional investors channel capital. The research reveals numerous government strategies that catalyze private investment for public good, including laws in 20 states that allow or encourage “economically targeted investments” where a public pension system invests in its home state to support local economic growth while also targeting a financial return to the fund.
Global consumers want similar things when it comes to personal data. In this slideshow, we explore the sentiments about data privacy expressed by people across countries, industries, and data types.
For more information, please check out the BCG report, "The Trust Advantage" (http://on.bcg.com/1gr9j5P) and visit the "Big Data and Beyond" section of bcg.perspectives (http://on.bcg.com/1g7tpgc).
In the cyber world, many are attacked but not all are victims. Some organisations emerge stronger. The most cyber-resilient organisations can respond to an incident, fix the vulnerabilities and apply the lessons to strategies for the future. A key element of their resilience is governance, a task that falls to the board of directors.
To learn more about the challenges of governing a cyber-resilient organisation, The Economist Intelligence Unit (EIU) conducted a global survey, sponsored by Willis Towers Watson, of 452 large-company board members, C-suite executives and directors with responsibility for cyber-resilience.
Among the findings:
-In the past year, a third of the companies surveyed experienced a serious cyber-incident — one that disrupted operations, impaired financials and damaged reputations — and most placed high odds on another one in the next 12 months.
-Many companies lack confidence in their ability to source talent and develop a cyber-savvy workforce.
-Executives cite the size of the financial and reputational risk as the most important reason for board oversight.
Big Data; Big Potential: How to find the talent who can harness its powerLucas Group
Big Data is in its infancy but it holds great promise. The key to success is finding and keeping the talent with the skills necessary to obtain and analyze the data, ask the right questions, and present findings in a compelling fashion that makes sense for your organization.
Organic Sustainable Foods: Solutions for Health Crisis & Climate ChangeMaggie Jacobs
Super people deserve super foods. For Nutiva, it starts with organic, non-GMO farming—done without chemical pesticides or fertilizers. Our pure superfoods provide vital nutrition while accelerating the organic food movement.
Serving as catalysts, innovators and pathfinders, we inform and inspire, offering thoughtful solutions to planetary challenges. As these ideas take root, communities everywhere are strengthened. We’re B Corp and Green Business certified, holding ourselves accountable to sustainable principles by reducing our carbon footprint, becoming a zero waste facility, and donating 1 percent of our sales.
Join us in raising the bar for social and environmental responsibility. Together we can ensure a vibrant future by revolutionizing the way the world eats!
Nutiva. Nourishing People & Planet.
*Presented by John Roulac at Heirloom Expo in Santa Rosa, CA
PowerPoint created by Maggie Cole
Whether your site is five pages or 500, it needs a strong foundation that plans for growth.
We’ll cover site maps, content strategy, user interaction and experience so you have a plan for your site now, and down the road. We’ll also touch on best practices for doing it all over again for mobile [hint: it’s not just shrinking everything down!].
Sponsoring outdoor events is a fantastic growth story. £700 million is being spent on the Olympics in London. But why? And what can brands hope to get for their money?
Let's Predict the Future: B1 Predicting Needs and Riskslisbk
Slides on "Let's Predict the Future: Predicting Needs and Risks" for a workshop session on "Predicting the Future" held on 3 June 2014 at the SAOIM 2014 conference in Pretoria, South Africa and facilitated by Brian Kelly, Cetis.
See https://ukwebfocus.wordpress.com/events/saoim-2014-lets-predict-the-future-workshop/
Presentation by Presentation by Keith Hall, CBO Director, at the Robert H. Smith School of Business, University of Maryland.
Since 1975, CBO has produced nonpartisan analyses of budgetary and economic issues to support the Congressional budget process. Each year, the agency’s economists and budget analysts produce dozens of reports and hundreds of cost estimates for proposed legislation.
One such report is the annual Budget and Economic Outlook, which is generally released each January and updated in August, and projects economic and budget outcomes under the assumption that current laws regarding federal spending and revenues generally remain in place. Those baseline projections cover the 10-year period used in the Congressional budget process. This presentation includes some key elements of those projections.
Virgin Holidays and News UK - Unleash your mojoNewsworks
How a rich content partnership with News UK helped Virgin Holidays to encourage consideration and recommendation across a broad range of holiday destinations.
Anatomy of an Intranet (Triangle SharePoint User Group) October 2016Michael Greene
Presented at the Triangle SharePoint User Group (TRISPUG.com) on October 7, 2014.
While many people see the intranet as a pretty (hopefully) homepage, in reality the modern enterprise intranet is a complex animal of many moving parts. Structuring of the information within the intranet, how that information is presented to the user, how the user interacts with it, how the organization manages it, and the physical branding that sits on top of all of it are all critical conversations to have if an intranet is going to be effective. In this session we’ll explore the building blocks of a successful intranet and discuss common intranet pitfalls to avoid on your next intranet roll-out.
This infographic outlines five recommendations for successful agency reform implementation. Booz Allen’s work with FedScoop has resulted in a Government Reform Study (available here: bit.ly/1y9jZgE). The study reveals that reform is necessary and welcomed by senior decision-makers in government and the private sector, but implementing reform is often met with challenges. The study highlights five key recommendations around ways senior decision-makers can navigate the complexities of reform.
Building Better Conferences and Training: The Value of Virtual Events in Gove...GovLoop
With government conferences being cut and training getting trimmed, GovLoop is proud to present a new guide titled, "Building Better Conferences and Training: The Value of Virtual Events in Government," which we created in tandem with the new Government Virtual Engagements Community of Practice. We know that many government organizations are making the move from in-person to online events and training, and wanted to offer a resource that highlights agencies that are already running down that road and shares concrete lessons and practical steps you can take to do the same.
http://www.govloop.com/profiles/blogs/better-conferences-training-value-of-virtual-events-government
This paper on citizen engagement in public funded projects and programs won the Best Paper award in PMI India's National Conference 2016 held at Mumbai. Public policy governance and corporate governance have to go beyond the enterprise to embrace all stakeholders and even the public at large to ensure efficient deliveries of goods, services and consultancies. Only by doing this, better returns on investments can be ensured. To cite an example, in order to ensure that Sustainable Development Goals are actually achieved globally by 2030, it is necessary to bring all stakeholders to the same platform to responsibly share information relating to the programs aimed at achieving the 17 SDGs. All the stakeholders need to access the same validated data, to facilitate facts based decisions at each level- global to local. Timely interventions are possible only when diverse data is processed, collated and analysed and made available in real time, by generation of appropriate alerts and delegation of tasks. We need to build TEAM one world to achieve success. We need to focus on public good rather than private gains. How the state of art ICT infrastructure of cloud computing, mobile apps etc can be fine tuned to deliver complex programs and projects, involving glocal stakeholders is proposed to be demonstrated live using the in house built TRANSPORTAL.
PMI India encourages professionalism in project management by conducting a Paper presentation competition every year in its National Conference. The 2016 National Conference held as Mumbai had five themes and this paper on Emerging Trends in Project Management was declared the WInner.
COMPARATIVE ANALYSIS BETWEEN DETERMINISTIC AND SYSTEMIC MANAGEMENT APPROACH F...orajjournal
Public investment effectiveness in Peru remains low for decades, even with investment growth and technical quality improvement. Management approach is often considered as fixed and is not subject to study or change. This analysis goes deep in understanding how is the current public investment management approach, and compares it with deterministic and systemic approaches, concluding with a precise characterization and generating an improvement agenda in order to suggest changes that increase effectiveness and therefore contribute to a better quality of life of the population in Peru.
IR Integrated Reporting - Creating Value Value to the Board #IIRCAgustin del Castillo
There is a recognized need to promote financial stability and sustainable development. Much can be achieved
if investment decisions are made on the basis of long- term value creation, especially if corporate behaviour
is aligned to this aim. Demonstrating the link between investment decisions, corporate behaviour and reporting is one aim of this Creating Value series.
Projects are activities taken up by organizations large and small, public and private, government
and non-government to execute their near and future term goals. Project is defined as a set of tasks taken up to
achieve a predefined end result within a predefined time, scope and budget. Our country has witnessed
tremendous growth in infrastructure and industrial sector in the last two decades. The study aims to review the
impact of any existing project management knowledge with the respondents and incremental value adds done
over a period of time through the above methods
You Can Hack That: How to Use Hackathons to Solve Your Toughest ChallengesBooz Allen Hamilton
“Hackathon” has become a trendy word in today’s business vernacular, and for good reason. The word “hackathon” comes from both “hack” and “marathon.” If you think of a “hack” as a creative solution and “marathon” as a continuous, often competitive event, you’re at the heart of what a hackathon is about. Hackathons enable creative problem solving through an innovative and often competitive structure that engages stakeholders to come up with unconventional solutions to pressing challenges. Hackathons can be used to develop new processes, products, ways of thinking, or ways of engaging stakeholders and partners, with benefits ranging from solving tough problems to broader cultural and organizational improvements.
This playbook was designed to make hackathons accessible to everyone. That means not only can all kinds of organizations benefit from hackathons, but that all kinds of employees inside those groups—executives, project managers, designers, or engineers—should participate and can benefit, too. Use this playbook as a reference and allow the best practices we outline to guide you in designing a hackathon structure that works for you and enables your organization to achieve its desired outcomes. Give yourself anywhere from six weeks to a few months to plan your hackathon, depending on the components, approach, number of participants, and desired outcomes.
Contact Director Brian MacCarthy at MacCarthy_Brian2@bah.com for more information about Booz Allen’s hackathon offering.
Booz Allen's U.S. Commercial Leader and Executive Vice President, Bill Phelps, recently released his list of 10 Cyber Priorities for Boards of Directors. As we peer into how business, technology, regulatory, and cyber threat realities are evolving in the coming year, here is a reference guide for board members to use in validating their company's cybersecurity approach.
We looked at the data. Here’s a breakdown of some key statistics about the nation’s incoming presidents’ addresses, how long they spoke, how well, and more.
Our Military Spouse Forum built a roadmap to help you navigate your career between deployments, moves, and the unpredictable. Interested in how Booz Allen can help you navigate your career? Check out our opportunities at www.boozallen.com/careers
In August 2016, Booz Allen partnered with Market Connections to conduct a survey of National Security Leaders and the General Public to understand their perspectives on the current threats. Fifteen years after the September 11 attacks, we wanted to know what keeps them up at night today, and what they will be worried about in 15 years. This infographic provides the high-level results of our survey and we will be releasing a more detailed report later in the month of September – so stay tuned. #NationalSecurity2031
Booz Allen convened some of the smartest minds to explore making healthcare more accessible. This report shares the latest healthcare payment trends and what policy experts discovered when planning for different health reform scenarios.
An interactive workshop that guides you through the many relationships that exist in an agile team, with a business value emphasis. Team members gain empathy, discover expectations of others and the importance of these agile team relationships.
An immersive environment allows students to be completely “immersed” in a self-contained simulated or artificial environment while experiencing it as real. With immersive learning, you can show realistic visual and training environments to teach complex tasks and concepts.
Nuclear Promise: Reducing Cost While Improving PerformanceBooz Allen Hamilton
To remain competitive, nuclear operators must take aim at all addressable costs, ensuring maintenance is optimized, taking proactive steps to minimize unplanned outages and, where possible, reducing administrative and other overhead costs. There are multiple opportunities to reduce capital and operational spending, while improving safety and reliability.
General Motors and Lyft; Target and Walmart; Netflix and Amazon - we call these “frenemies”. A strange trend is emerging as unlikely partner companies join forces, and they’re transforming industries around the world. Understanding what's driving the frenemies trend, knowing what options best fit your needs, and making yourself an effective partner are all critical to success.
Threats to industrial control systems are on the rise. This briefing explores potential threats and vulnerabilities as well as what organizations can do to guard against them.
Booz Allen Hamilton and Market Connections: C4ISR Survey ReportBooz Allen Hamilton
Booz Allen Hamilton partnered with government market research firm Market Connections, Inc. to conduct the survey of military decision-makers. The research examined the main features of Integrated C4ISR through Enterprise Integration: engineering, operations and acquisition. Two-thirds of respondents (65 percent) agree agile incremental delivery of modular systems with integrated capabilities can enable rapid insertion of new technologies.
Modern C4ISR Integrates, Innovates and Secures Military NetworksBooz Allen Hamilton
A majority of the military believe Integrated C4ISR through Enterprise Integration would provide utility to their organization. Check out other key findings from our study in this infographic http://bit.ly/1OZOjG2
Agile and Open C4ISR Systems - Helping the Military Integrate, Innovate and S...Booz Allen Hamilton
Integrated C4ISR is a force multiplier that significantly improves situational awareness and decision making to give warfighters a decisive battlefield advantage. This advantage stems from Booz Allen Hamilton’s Enterprise Integration approach http://bit.ly/25nDBRg: bringing together three disciplines and their communities—engineering, operations, and acquisition.
Booz Allen Hamilton created the Field Guide to Data Science to help organizations and missions understand how to make use of data as a resource. The Second Edition of the Field Guide, updated with new features and content, delivers our latest insights in a fast-changing field. http://bit.ly/1O78U42
C4ISR systems are vital in delivering critical intelligence to military decision makers and operators for mission success. If the U.S. maintains current C4ISR investment levels, spending will reach $74.3 billion in 2024, according to a recent forecast report by Strategic Defense Intelligence. Unfortunately, many legacy C4ISR systems were built in stovepipes to fulfill a single mission requirement, leading to interoperability gaps in today’s technical, user-centric, and secure operational environments. Improvements need to be made when developing and fielding C4ISR systems.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Business Valuation Principles for EntrepreneursBen Wann
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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
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.