Government leaders and policymakers need to add analogical thinking to their innovation quiver. At the core of analogical thinking is the ability to solve problems outside-in instead of inside-out.
Public sector leaders need all the help that they can get in defining their Smart Cities strategy. With programs like the Smart Cities Innovation Accelerator by Harvard, it’s clear that academia is leading the way in offering this guidance.
If your organization doesn’t have a plan for how to scale and transition the innovations, you need one. Letting transformative products or concepts wither while they work through bureaucratic processes will kill organizational energy.
What ingredients need to be present for innovation to happen and for innovators (rebel talent) to have enough staying power to actually see change come to fruition?
Red Hat president and CEO Jim Whitehurst writes that being an open leader means creating the context others need to do their best work.
Are you involved in projects that are daring in their visioning? If so, how do you preserve your vision as it goes through the approval process?
One agency took a new approach to create near and long term value in their research and development efforts. Can this approach help you transform how you conduct R&D?
In government, the planning process often stalls progress. But Loudoun County, VA has sustained transformation and growth by remembering four key tenets.
Swarnali Haldar, the CIO at the National Archives, breaks down the switch to electronic record-keeping and gives insights into what it means to be CIO.
California CIO Amy Tong gives guidance on managing an IT workforce, encouraging women in the government tech field and incremental innovation.