Dan Chenok

Understanding the link between cybersecurity, physical assets and economic growth can help the government design an approach that provides both IT and economic security. A cyber incident can have physical impacts, while a physical incident can have cyber implications -- and both are likely to come with economic costs.

To foster a climate in which cyber and physical assets foster economic vitality, both risks must be addressed and technology must be seen as a key player in economic development.

First, a reflection of events from Sep 11, 2001: I was the career deputy advisor for OMB on IT and E-Government issues. On that day, our office was working closely with the Council for Excellence in Government (CEG) to host a meeting of international IT leaders – one of the early meetings of CIOs and equivalent executives from multiple countries, done in partnership with CEG (which for many years led government, industry, academia, non-profits, and civil society groups generally on technology and management excellence initiatives).

In a panel discussion (watch the video) led by the Partnership’s Judy England-Joseph, three government leaders detailed the lessons learned from their experience that can help other agencies in the sound use of analytics to make decisions. Specifically: Social Security Administration (SSA) - Gerald Ray runs the Disability Appeals process. He observed that the disability review process required significant knowledge of regulatory compliance as well as the specifics of each individual case.

Brian Murrow, an expert on strategy and analytics at IBM, participated in interviews conducted by the Partnership for Public Service as they prepared a series of podcast conversations with pioneers in the use of analytics in the federal government. In a series of guest blog posts over the next few weeks, Brian will share his key takeaways from these interviews. You can also listen to the full interviews yourself if you find yourself wanting to know more.

(This article was previously published by Government Executive and was written with Kymm McCabe of ASI Government.) The recent series of columns “3 Myths That Cripple Acquisition” stressed that acquisition transformation, not just reform, is critical to enable the federal government to effectively lead in the Collaboration Age. Now it’s time to chart a course forward toward such transformation. The expectation that government and acquisition should be zero-defect enterprises undermines innovation and constrains transformation by requiring layers of oversight and generating risk aversion.

(This article was previously published by Government Executive and was written with Kymm McCabe of ASI Government.) The recent series of columns “3 Myths That Cripple Acquisition” stressed that acquisition transformation, not just reform, is critical to enable the federal government to effectively lead in the Collaboration Age. Now it’s time to chart a course forward toward such transformation. The expectation that government and acquisition should be zero-defect enterprises undermines innovation and constrains transformation by requiring layers of oversight and generating risk aversion.

This event, the first of its kind under the current Administration, brought together several thousand Federal leaders (primarily SES, but also other senior executive designations – this post will refer to the group as SES henceforth), joined by a cadre of supporters of good government. The grand ballroom at the Hilton was full, and the mood was positive as the attendees listened to remarks from a variety of perspectives.

In this final installment, we provide highlights from these federal leaders on the most important ingredients for a successful analytics program. (You can watch the video of the panel discussion and listen to each of the seven podcast interviews too.) The executives profiled complex programs in several agencies that have a wide impact on citizens, who benefit greatly from leveraging data as a strategic asset in program operations. What follows are some highlights from those executives on salient take-aways for government and stakeholder groups who are implementing key data-driven programs.

The IBM Center for The Business of Government connects public management research with practice. Since 1998, we have helped public sector executives improve the effectiveness of government with practical ideas and original thinking. We sponsor independent research by top minds in academe and the non-profit sector, and we create opportunities for dialogue on a broad range of public management topics.

The National Academy of Public Administration is an independent, non-profit, non-partisan organization chartered by Congress in 1967 to assist government leaders in building more effective, efficient, accountable, and transparent organizations. Its 800 Fellows -- who include former cabinet officers, Members of Congress, governors, mayors, and state legislators, as well as prominent scholars, business executives, and public administrators – meet annually.