Practical Lessons From a Government Silo Breaker
The first step is realizing that what you’re doing is valuable to share, no matter how mundane it might seem, and then actually sharing it.
The first step is realizing that what you’re doing is valuable to share, no matter how mundane it might seem, and then actually sharing it.
Here’s a limiting belief: Nontechnical teams in government cannot successfully lead technology projects.
Here is a limiting belief: Modernization lies at the doorstep of the chief information officer, and therefore the CIO is solely accountable.
Slow Cultures see risk in opportunity cost. Swift Cultures see risk in opportunity lost.
At GovLoop’s fireside chat on Wednesday, two experts spoke about government’s biggest challenges and best practices to provide excellent CX for its citizens.
Successfully onboarding a group of new-hires isn’t easy, and keeping the onboarding consistent for all employees is an even bigger challenge. Here are some tips to ensure a smooth process.
I would encourage federal tech talent to heed that advice and see what happens. A smart, business-like administration will recognize your talent and re-recruit you to your important work of change and dramatically improving outcomes.
18F proves that the government can function with a startup mentality. In fact, that type of culture may be necessary to continuously improve government operations — despite the inevitable growing pains that all startups face.
Citizens have come to expect the government’s digital engagement to be on par with the private sector’s. However, a lot of agencies are struggling to effectively implement digital service strategies. Fortunately, new partnerships are forming to make this process much easier and more efficient.
A June U.S. Government Accountability Office report on 18F and USDS revealed that the groups are making positive changes in government but must continue working to improve in the future.