“What drew you to Arc Aspicio?” Out of the many interviews I have conducted so far, I can almost guarantee that the candidate will ask me this at some point in the conversation, and it is a question that I love to answer.
Collaboration is a very important part of growth for any organization. At Arc Aspicio, we have seen the benefits that collaboration produces. The biggest one is building trust among our teams and clients.
At Arc Aspicio, our people have a relentless desire to help our clients accomplish their mission. That is the primary reason we focus on homeland security. Our people find meaning in the work our client’s do.
To disrupt Government Acquisition, Arc Aspicio’s Strategy Innovation Lab partnered with Skylight Digital to host an IdeaJam on micro consulting. You have questions: What on earth is an IdeaJam? What are Micro Projects? Why are we disrupting anything? We have answers.
Legendary football coach Vince Lombardi famously said, “practice does not make perfect, practice makes permanent. Only perfect practice makes perfect.” This quote highlights the importance of organizations embracing implementation of their own strategic plans.
I’ll admit it, I was a little smug. After more than 20 years in the consulting business helping clients develop, implement, and integrate their strategies, I thought… “how hard could it be to do the same things for my own company – a company of consultants?” I had the commitment of my leadership, a group of talented people, and a plan and resources to grow the company. We had energy and we had a great process and tools to successful. What could go wrong?
Federal agencies have been undergoing significant transformation, requiring effective workforce strategies that can assist them in facing increasing challenges. As government leaders look for and implement initiatives to improve performance, Strategic Workforce Planning, (SWP) has become instrumental in assisting organizations to focus on their most important resource: their people
Innovation is difficult to harness for organizations of all sizes (Government and private sector alike). Replicating a process to encourage and produce innovation is even more challenging. Innovating in a structured space and time seems counter-intuitive, and begs the question: can thinking outside the box be a structured activity? Arc Aspicio recently held an Innovation Day to answer this question.
The Department of Homeland Security (DHS), created in 2003, undertook the most significant reorganization of federal agencies since the Cold War. It brought together federal, state, local, tribal, and territorial agencies with a focus on securing the U.S. from threats in a collaborative way. DHS pulls together five complex mission areas: preventing terrorism and enhancing security; managing our borders; administering immigration laws; securing cyberspace; and ensuring disaster resilience.
Anyone who has purchased a new phone, vehicle, or tool at some point asks themselves why certain functions exists. Why does it work this way, why did they change this, and exactly who did they obtain requirements from? End users are usually left pondering “if only they had asked me.”
Forward-looking organizations across the country are migrating to the Cloud. Following this trend, many Federal agencies are exploring migrating systems to increase resiliency, drive cost saving, and achieve fast deployment.
Today’s organizations face significant challenges and increased competition in recruiting, developing, and engaging talent. As employees search for meaningful and fulfilling work, traditional benefits are no longer a differentiator among employers.
At Arc Aspicio, our clients face some of the most challenging problems there are. They respond to natural and man-made disasters, protect the country from terrorism, protect U.S. borders, and that’s just on a regular Monday!
When working as part of a group, team members often shy away from experimentation. They tend to follow traditional problem-solving approaches that focus on predictability and control. While these techniques might help avoid risk, they also stifle innovation. They no longer work in our changeable, fast-paced environment.
Without internal trust, organizations cannot build external trust with clients, customers, and stakeholders. Trust drives growth, expansion, innovation, and success.
Shrinking budgets. Rising expectations from citizens and customers of the Government. Aging legacy systems. Increasing complexity and regulations. The need to provide ‘on demand’ services to a new generation.
Technology can help get something done. This has been a common theme in my 29-year consulting career, whether it be preventing terrorist attacks, mitigating flood risk, making it easier for students to apply for loans, or combating human trafficking.
Grit and determination. This is what the Federal Emergency Management Agency (FEMA) workforce is known for. After what is arguably the most challenging year in its history, the FEMA leadership called on the agency to enable the workforce through four elements: build, empower, sustain, and train. A key factor in creating a scalable, sustainable disaster response workforce is to foster a proactive culture, one focused on preparedness. A proactive mindset can create an environment that asks the “what if” questions that lead to more prepared response efforts.