Reports and Whitepapers

December 2016

Chief financial officers (CFOs) are facing an era of disruption: a time when forces and factors such as macro-economic shifts, global regulatory flux, digital tools and e-currencies, data and analytics, behavioral economics, and an information-savvy customer base will drive a surge of new service demands and upend outdated corporate financial models. While disruption will bring formidable challenges for finance leaders, it will also create an unprecedented opportunity to not only ensure new levels of compliance but also drive growth and enterprise value.

To help current and next generation CFOs meet the demands of this new era, the Technology and Entrepreneurship Center at Harvard, Accenture Strategy, and Leadership for a Networked World convened The 2016 CFO of the Future Summit: Creating Value in a Digital Age, held from May 18 – 20, 2016, at Harvard University in Cambridge, Massachusetts.

November 2016

For public safety leaders around the world, one thing is clear: while the basic mandate of maintaining law and order remains the same, the environment in which this mandate must be delivered is changing dynamically. Fueling this turbulent environment are powerful changes in public sentiment, demographics and social issues, pervasive and invasive technologies, and complex threats to community safety.

What’s imperative now is that public safety leaders gain an understanding of how to create newfound capacity for the future, outcomes and value that communities want, and the legitimacy that society demands.

To help public safety leaders address these questions and develop a vision for the future of public safety, Leadership for a Networked World and the Technology and Entrepreneurship Center at Harvard, in collaboration with Accenture, convened The 2015 Public Safety Summit: Leadership for a New Era at Harvard University in Cambridge, Massachusetts.

October 2016

Imagine how the federal government would operate—and what it could accomplish—if it were equipped to thrive in the 21st century. It would draw on predictive power, agile operations, and on-demand services to respond swiftly to citizen needs. It would leverage seamless shared services and robust data and analytics to deliver the outcomes they demand. And it would possess a dynamic culture that embraces technology, innovation, and continuous improvement to help the country respond to new challenges and opportunities. In short, a more modern and innovative federal government would be in a position to help the United States continue to flourish in an ever-changing world.

To help federal leaders work toward this vision, Leadership for a Networked World and the Technology and Entrepreneurship Center at Harvard, in collaboration with Booz Allen Hamilton, convened senior-most leaders for The 2016 Federal Leadership Summit: Harmonizing Data, Shared Services, and Culture. Held at the American Institute of Architects in Washington, D.C. on March 3 – 4, 2016, the Summit provided an unparalleled opportunity to learn from and work with federal peers, Harvard faculty and researchers, and select industry experts on methods for adapting organizational culture to a new era of data-intensive government.

August 2016

Federal agency leaders are innovating at an unprecedented pace. Strategies such as shared services, advanced analytics, cloud-based computing, and digital services have increased efficiency and effectiveness. And yet, when we considerthe largely untapped potential of shared services, new opportunities for digital transformation, and fulfillment of the President’s Management Agenda—especially per the DATA Act—it becomes clear that agency leaders must mobilize for the future of such capacity-building models and initiatives.

August 2016

For public safety leaders around the world, one thing is clear: while the basic mandate of maintaining law and order remains the same, the environment in which this mandate must be delivered is changing dynamically. Fueling this turbulent environment are powerful changes in public sentiment, demographics and social issues, pervasive and invasive technologies, and complex threats to community safety.

What’s imperative now is that public safety leaders gain an understanding of how to create newfound capacity for the future, outcomes and value that communities want, and the legitimacy that society demands.

To help public safety leaders address these questions and develop a vision for the future of public safety, Leadership for a Networked World and the Technology and Entrepreneurship Center at Harvard, in collaboration with Accenture, convened The 2015 Public Safety Summit: Leadership for a New Era at Harvard University in Cambridge, Massachusetts.

August 2016

Government leaders are developing bold strategies to increase public value. Yet with citizen trust in government waning, the public sector needs more than new visions; leaders need to drive structural change by identifying high-yield strategies, bracing stakeholders and workers to endure an evolving and unpredictable operating environment, and gauging how much structural change is necessary to sustain progress.

June 2016

The question of how to achieve the potential of new ideas and business models is critically important in human services, given the powerful emergence of innovations such as Pay-for-Success and Social Impact nancing, collective impact strategies, executive functioning science, evidence-based service design, two-generation interventions, and many more capacity-building and outcome-driving ideas.

To help human services leaders acquire these skills and strategies, the Technology and Entrepreneurship Center at Harvard, Leadership for a Networked World and Accenture, in collaboration with the American Public Human Services Association, convened senior leaders for the 2015 Human Services Summit: Emergent Leadership – Turning Ideas into Outcomes.

March 2016

Federal agency leaders are innovating at an unprecedented pace. Strategies such as shared services, advanced analytics, cloud-based computing, and digital services have increased efficiency and effectiveness. And yet, when we considerthe largely untapped potential of shared services, new opportunities for digital transformation, and fulfillment of the President’s Management Agenda—especially per the DATA Act—it becomes clear that agency leaders must mobilize for the future of such capacity-building models and initiatives.

To help federal leaders create a shared vision and plan of action for growing shared services and digital strategies, Leadership for a Networked World and the Technology and Entrepreneurship Center at Harvard, in collaboration with Booz Allen Hamilton, convened senior leaders for The 2015 Federal Leadership Summit: Mobilizing for Shared Services and Digital Strategies. Leaders at the Summit collaborated with their peers in federal government, Harvard faculty, and select industry experts to develop their individual and collective strategies for advancement.

March 2016

For public safety leaders around the world, one thing is clear: while the basic mandate of maintaining law and order remains the same, the environment in which this mandate must be delivered is changing dynamically. Fueling this turbulent environment are powerful changes in public sentiment, demographics and social issues, pervasive and invasive technologies, and complex threats to community safety.

What’s imperative now is that public safety leaders gain an understanding of how to create newfound capacity for the future, outcomes and value that communities want, and the legitimacy that society demands.

To help public safety leaders address these questions and develop a vision for the future of public safety, Leadership for a Networked World and the Technology and Entrepreneurship Center at Harvard, in collaboration with Accenture, convened The 2015 Public Safety Summit: Leadership for a New Era at Harvard University in Cambridge, Massachusetts.

Participants learned and worked together on the challenges presented in this new era of convergence by collectively pursuing three Summit tasks:

Learning about strategies that organizations, inside and outside of public safety, have used to successfully adapt to societal change and transform their organizations and workforce.
Co-developing strategies for adopting emergent technologies, cross-organization collaboration, and new operating models while balancing individual privacy, due process, and civil liberties.
Gaining leadership insights on transforming organizational designs and operating models to better engage stakeholders and communities and build public trust.
Drawing on best practices from four case studies, insights from participants and special sessions, the report synthesizes action steps that public safety leaders across the world can embrace.

March 2016

Government leaders are developing bold strategies to increase public value. Yet with citizen trust in government waning, the public sector needs more than new visions; leaders need to drive structural change by identifying high-yield strategies, bracing stakeholders and workers to endure an evolving and unpredictable operating environment, and gauging how much structural change is necessary to sustain progress.

To help leaders address these challenges, Leadership for a Networked World and the Technology and Entrepreneurship Center at Harvard, in collaboration with Accenture, convened the 2015 Public Sector for the Future Summit: Leadership from Invention to Impact. The Summit focused on advancing “uptake” reforms—proven programs that require robust leadership—and “edge” innovations—untested ideas with enormous potential. The conference also highlighted four strategic areas for transforming government (the optimized enterprise, agile workforce, evidence-based organization, and citizen-centric service) and featured presentations detailing reform efforts in each domain:

  • Leaders from New York City’s Metropolitan Transit Authority (MTA) Business Services Center described efforts to gain economies of scale, scope, and learning by streamlining MTA’s finances and operations.
  • David Bray, the Chief Information Officer at the Federal Communications Commission (FCC), discussed how he has overhauled the FCC’s legacy technology systems by cultivating change agents.
  • Officials from the Idaho State Tax Commission and Results Washington, the state’s performance management office, showcased their embrace of evidence-based government.
  • An analyst from the National League of Cities and two industry leaders described sharing economy platforms, leading to a discussion about strategies government could adopt and adapt.

While there is no single recipe for change, there are common ingredients: analysis, collaboration, leadership, and an organizational culture that embraces change. If leaders can ensure the right mix of these elements, they can increase their legitimacy and effect citizen-centric transformation.

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