Many agencies have become so militant in the day-to-day implementation of Agile that the rituals and documentation become more important than iteration or adhering to the values of the Agile Manifesto. In this article, learn ways agencies can embrace agile practices while still adhering to regulatory requirements.
Equitable listening is the backbone of leadership, from agency front lines to the C-suite. Seeking to understand the needs of those we serve is paramount.
For too many years, government, industry and academia worked in silos to solve overlapping problems. But let’s think about it: Why repeat work that is already done?
Agencies are trying to pin down just what will gain them the highly touted and loosely defined virtue of “innovativeness.”
Innovation doesn’t have to mean a brand new process or product. Instead, it starts with a mindset shift that values co-creation and problem-solving.
Constructive feedback at key points in any work project is critical to success. For the best results, be open to expert voices and mimic the methods used in the storytelling world.
Most agencies have been more innovative during the COVID-19 pandemic. But after weathering the pandemic’s first year, many haven’t charted a course ahead.
In the face of complex problems, many innovators in government sign onto a simple-solution idea, and in Rhode Island, that has sparked change.
Innovation can help agencies meet the public’s demands and accomplish their missions with more agility, creativity and flexibility.
When crises arise, governments have demonstrated a tremendous capacity to respond. So why do we wait until then to fix problems we know exist?