Developing Organizational Resilience through Effective Transition

Developing Organizational Resilience through Effective Transition

During administration changes, agencies face the challenge of onboarding new personnel while maintaining core functions to serve the mission. Fortunately, transition cycles are usually predictable, and preparation can begin well in advance. By adopting past best practices and the latest innovative thinking, Government agencies can become more operationally resilient in the face of both scheduled transitions and unexpected leadership changes.

Conducting a thorough organizational assessment, embracing dynamic new technologies, and working with an experienced, dedicated transition team enables agencies to efficiently manage the transition and limit disruptions. Listening to mission experts early to mitigate risk and anticipate issues, political appointees have the ability to identify ways to increase organizational resilience.

A key transition stage is an agency review, conducted by the administration transition team, highlights important issues and policies, and provides an overall assessment of the agency. These assessments often require a transition briefing, which provides a detailed understanding of the agency’s mission and presents prospective appointees with lists of priorities and policies that the new administration may wish to pursue.

Agencies are constantly evolving, and gathering current data for assessment is a constant challenge. To mitigate these roadblocks, transition teams must issue required data calls as early as possible in the transition process. Details always change, but processes – such as updating information in regular intervals through agency portals like SharePoint and Microsoft Business Intelligence – are vital tools designed to ensure accurate, up-to-date information. Automated processes like dashboards that help aggregate data save valuable time and enable leadership to make data-driven decisions.

Transition can divert career staff from their jobs before and after Inauguration Day, as they must support new appointees and temporarily fill leadership roles. Experienced contract staff dedicated to transition can provide these career employees with the flexibility to support incoming appointees while continuing their regular missions.

Transitions are stressful, but if an agency prepares itself by adopting these practices, the benefits will last long after transition and strengthen institutional resilience as a whole. An intentional focus on building organizational resilience and reinforcing a mission-focused culture can be a bellwether for long-term resilience.

A Leader’s Most Influential Tool: Gratitude

A Leader’s Most Influential Tool: Gratitude

Gratitude is one of a great leader’s most powerful tools. It creates positive energy among an organization and the sense of appreciation permeates through the work the collective group is performing. Influential leaders listen to the needs of their colleagues and express gratitude. This helps them bring out the potential in the people they lead and inspire them to achieve what is most important to them and to the project.

The Design Era of Project Management

The Design Era of Project Management

Project Management best practices and methods continue to evolve to address the biggest challenges Government agencies face in today’s market. The increased use of Agile and the move from traditional waterfall methodologies is fairly common in Information Technologies. Projects use Agile methods such as Scrum or Kanban, and organizations invest a lot of time and effort to make this cultural shift on projects.

Data: Lost in Translation No More

Data: Lost in Translation No More

The rise of Big Data technologies and data-driven approaches of business functions has created a demand for data architects and scientists that is growing by as much as 12% annually. These highly technical resources and capabilities address part of the challenge, but organizations still struggle with how to effectively use the data they have to make timely and informed decisions to improve business and mission outcomes.

Great Meetings with IT Customers in an Agile World

Great Meetings with IT Customers in an Agile World

Meetings are an essential part of day-to-day work and collaboration in every organization. There are an estimated 37 million meetings every day in the United States, yet up to 67 percent are considered failures. Sources estimate the cost of unproductive meetings in the billions and say meetings may take up 15% of an organization’s collective time.

Not Made for TV: The Critical Behind-the-Scenes Continuity Mission

Not Made for TV: The Critical Behind-the-Scenes Continuity Mission

Back in the public spotlight for the first time since the Cold War thanks to the new ABC drama Designated Survivor, Continuity of Government (COG) is a lesser-known mission in the portfolio of the Department of Homeland Security (DHS) and its Federal Emergency Management Agency. As a concept, its origins lie in the dawn of the atomic era, when the new possibility of simultaneous nationwide devastation created the need for contingency plans for the worst cases imaginable.

General Services Administration Awards Arc Aspicio HCaTS Contract

Arlington, VA December 12, 2016 — The General Services Administration (GSA) and Office of Personnel Management (OPM) awarded Arc Aspicio the Human Capital and Training Solution (HCaTS) Small Business contract on December 7, 2016. This Multiple Award, Indefinite-Delivery, Indefinite-Quantity (IDIQ) is a government-wide contract that was awarded to vendors in two different pools. Arc Aspicio’s contract is in Pool 2, which supports customized human capital strategy services and organizational performance improvement.