To help human services leaders form and realize a vision for transforming their organizational capacity, Leadership for a Networked World and Accenture, in collaboration with the American Public Human Services Association (APHSA) convened senior human services policy makers and executives at for the 2010 Human Services Summit on the campus of Harvard University. As a product of the summit, this whitepaper will help human services leaders envision a transformation journey and realize their vision through concrete actions. To inspire and guide efforts, the paper couples insights from the Human Services Summit with case-based examples from human services executives nationwide.
A report of the Harvard Tough Times Project Symposium held in Cambridge, MA, The Leadership for a Networked World Advisory Group, Creative Commons.
This report is based on a series of surveys and dialog among federal, state, local and international researchers, practitioners and leaders. It offers a detailed assessment of leadership in challenging times as well as in-depth analysis.
Cross-jurisdiction collaboration has the potential to not only dramatically reduce the cost of government, but also to preserve and improve local decision-making and service provision to citizens. This piece illuminates the research, analysis and insights gathered for and during the 2010 Shared Services Summit.
Creating value in these turbulent times is a defining challenge for public service leaders. Grappling with the economic downturn, organizations have already been forced to make painful choices about program and service cuts—all while constituents are demanding more services, transparency, accountability and value from government. But today’s cost- containment measures cannot be built on one-off tactics for immediate relief. They must be driven by structural and efficiency improvements that enable sustainable innovation for the long term. A downturn of this magnitude requires a new mindset, not just a retread of traditional responses
As government leaders consider their new investments in systems for citizen contact, workload tracking, and performance management – known in broad-brush as “311” systems -- they are uncertain about the path ahead. They ask, “Where do I start today – and how? What key capabilities should I look for?” To answer these questions, faculty and researchers at Harvard University’s John F. Kennedy School of Government convened 25 government leaders and technology and service providers for a day and a half of focused discussion. This is a report of their findings and discoveries.
Ten years after the tragic events of 9/11, most U.S. cities still have challenges collaborating and communicating across police, fire, medical, and other first response units. This whitepaper and case study, written by LNW and originally published in 2007 for Cisco Systems Inc., shows how Oakland County MI officials met the cross-boundary communication challenge by aligning policy, programs and technology in order to synchronize planning and response. Using a network-centric approach, Oakland County conducted a large-scale pandemic exercise in which they inoculated more than 12,000 individuals in five hours.
This report from the Harvard Policy Group on Networked-Enabled Services and Government “explores and explains how leaders can identify critical emerging threats and opportunities in a much more timely and effective manner. …Strategic diagnosis is what is needed to understand problems correctly before you commit to major investments.
As e-government enters the difficult and dangerous territory of cross-boundary transformation, what does this mean in terms of CIO leadership?
The movement to e-government has made dramatic progress. But it has yet to release its full value. This report from the Harvard Policy Group on Networked-Enabled Services and Government advocates change in the “flow of work throughout the government value chain” through improving coordination both across the boundaries that define separate institutions and also across a vast array of social, economic, and political interactions.
If you want to be an effective leader in our networked world, you need to engage IT issues. You need to play a key role in establishing strategic direction, implementing specific projects, and formulating new public policies. The following guidelines are designed to help you develop your action agenda. Each guideline is an imperative—something you as a leader must do. Each is vital in its own right. In addition, taken together, these imperatives form a useful framework for harvesting the benefits and avoiding the risks of the Information Age.
Leadership for a Networked World’s applied research, student innovation challenge, and on-campus summit programs are an initiative of Dr. Antonio M. Oftelie, Innovation Fellow at the Technology and Entrepreneurship Center at Harvard (TECH), part of the Harvard John A. Paulson School of Engineering and Applied Sciences. TECH is a hub for students, faculty, alumni, and government and industry leaders to learn together, collaborate, and innovate. LNW accelerates these efforts by connecting leaders across sectors and developing cutting-edge thought leadership on innovation and organizational transformation.