Our Story, Part 4: Our Teams Tackle Complex Systems and Entrenched Behavior

Our Story, Part 4: Our Teams Tackle Complex Systems and Entrenched Behavior

Our Story, Part 4: Our Teams Tackle Complex Systems and Entrenched Behavior

From those questions, our team was able to identify the problems afflicting the offices. Using design thinking methods, we held a series of interactive sessions with stakeholders to develop actionable solutions that would change operations and culture. We also identified and shared best practices so that regional staff could learn from one another – enabling a collaborative environment was key! Cross-regional workshops enabled broad agency-level collaboration that further created connections and knowledge sharing that could help regions see how others overcame challenges and to find ways to build stronger relationships with headquarters.

The end result was a report that both Congress and everyone in the agency could use to see that regional offices are doing what they are best positioned to do. It sparked a deliberate focus on doing the right things, playing the right roles, and pursuing the right objectives in support of the agency’s mission.

About Arc Aspicio
Arc Aspicio is a management, strategy, and technology consulting firm that takes a mission-oriented approach to complex client challenges. Focused on innovation, Arc Aspicio provides services in strategy, design, human capital, operations, analytics and visualization, technology and information sharing. The company is known for a strong, collaborative culture that values gratitude, provides leadership opportunities, and explores the future. Our teams take a human-centered approach to working with clients and are flexible and responsive within dynamic Government client environments where missions evolve and new priorities arise sometimes even daily. We thrive on these situations and promote continuous improvement and new ideas. And, #welovedogs! Follow us on Twitter @arcaspicio or learn more at www.arcaspicio.com.

 

 

 

 

 

 

 

 

We tell our story to share who we are as a company. This blog is the fourth in a series that highlights how our strategy and culture lead to positive results for our clients and employees.

Large and established organizations naturally focus on continuously improving their primary activities – they want to do things right. Their structures, culture, and incentives all point in this direction.

It is sometimes hard to remember to question those activities – to ask “Are we doing the right things?”

Arc Aspicio’s consulting expertise in strategy, paired with powerful techniques like Design Thinking and systems analysis, enables us to work closely with clients to answer: do they just want to do things right, or do they truly want to do the right things? It’s a vital question for both mice and men – the Disney Institute focuses on this very point to bring happiness to their guests. Doing each is essential for organizations to rapidly adapt to new mission demands or changing market conditions, but the latter can often be elusive.

One of our clients found themselves asking this question about its regional offices, which work around the country in coordination with State, Local, Tribal, and Territorial (SLTT) partners. Congress ordered the agency to provide a report in 180 days that detailed whether the regional offices were positioned for success.

Our team quickly got to work, interviewing hundreds of leaders from across the client’s organization and Federal and SLTT partners. Traditionally, these interviews focus on “how could they do their jobs better?” Instead, we conducted rapid, targeted research to understand the complex system in which they operated. As our understanding grew, we focused on several key areas:

  • How should the roles and responsibilities for working with partners nationwide be best divided?
  • Which functions should be found in each regional office and which are best managed centrally?
  • How should the regional offices be integrated into policymaking and the planning, programming, budgeting, and execution process?

Contributors

Dmitriy Zakharov |

Dmitriy is a Consulting Manager presently supporting a data management and governance project. He holds a BSFS in International Politics and an MA in Security Studies, both with a concentration in International Security. Dmitriy has extensive experience conducting outreach with a wide range of audiences and stakeholders, from senior government leaders to the general public. He has also worked in strategic foresight and planning, organizational analysis and design, enterprise data analytics, change management, and leadership transition support. In addition to client delivery, Dmitriy helps lead Arc Aspicio’s new business efforts in the emergency management mission space. He has managed numerous community service and social events for the company and has been recognized for his mentorship of junior colleagues.

Launching into #Action Through Strategy

Launching into #Action Through Strategy

As a new employee, your first company-wide meeting can make you nervous. This was how I felt.

Arc Aspicio’s recent Strategy Launch Day was so well planned and it involved participants so that I learned that I had nothing to worry about! The company treats each employee equally and equips even the newest joiners with the information and skills they need to have a meaningful experience

What Being a Consultant Means to Me

What Being a Consultant Means to Me

As a Consulting Associate at Arc Aspicio, I provide expertise and insight to help clients solve difficult problems. To be successful, a consultant does not need only to be a subject matter expert on their client’s industry and needs - though this often ends up happening over time.

Captivate Your Audience Through Design+Data

Captivate Your Audience Through Design+Data

So often, senior leaders must communicate their strategic and simple vision in a world of growing complexity. They must make decisions – and frequently explain them – based on an enterprise view of their data. It’s getting easier to do this these days through data visualizations and infographics that speak to specific employee and stakeholder audiences. Design+Data is what we call it at Arc Aspicio.

Chief Data Officers: Six Steps to Manage Data as an Enterprise Asset

Chief Data Officers: Six Steps to Manage Data as an Enterprise Asset

With an exponential increase in the types and quantities of data, organizations need defined strategies and techniques to manage data as an enterprise asset. To create enterprise-wide use of data, a Chief Data Officer (CDO) needs a clear data agenda for leadership and the whole organization to address current and future needs. CDOs should follow this six-part data plan to achieve short term capability gains and plot a path to greater enterprise data maturity.

Securing Cyberspace: Agile Strategy to Counter Changing Threats

Securing Cyberspace: Agile Strategy to Counter Changing Threats

Cybersecurity, managing and protecting computer systems from attacks, is evolving just as quickly as the techniques hackers use to cause damage. Historically, the public and private sectors believed that stronger technology and more advanced computer systems alone were enough to prevent attacks. As new trends emerge and the technologies used to both conduct and prevent hackings improve, cybersecurity strategies must remain agile, trying new tactics to counter changing threats.

Hacking Back – Do the Benefits Outweigh the Risks?

Hacking Back – Do the Benefits Outweigh the Risks?

With the increased frequency and sophistication of cyber-attacks worldwide, companies and executives are becoming frustrated with a traditional focus on defensive tactics. As a result, some private sector actors are taking a more active role in cybersecurity by “hacking back” – hacking against the very groups that are attacking their systems in retaliation or to retrieve stolen data. As hacking back rises in popularity, it is important to consider a number of political and legal issues and the risks to counter-terrorism efforts.

LeadersNest Names Lynn Ann Casey a FedFem Award Honoree

LeadersNest Names Lynn Ann Casey a FedFem Award Honoree

Washington, DC, October 19, 2018 — LeadersNest named Arc Aspicio CEO Lynn Ann Casey a FedFem Award Honoree. The FedFem awards salute high-impact women executives and leaders of the government contracting community. FedFem Award Honorees blend their entrepreneurial courage and Federal government support that effectively impacts the industry, national economy, and the local marketplace. 

Boosting the Mission: Developing Acquisition Requirements Guidance

Boosting the Mission: Developing Acquisition Requirements Guidance

To keep up with the fast pace of change in the field of Government acquisitions, Department of Homeland Security (DHS) components are developing their own acquisition requirements (AR) policies. However, without specific timeframes to finalize these policies, DHS agencies often lack guidance on how to develop ARs. Among DHS agencies, the U.S. Coast Guard is leading the way with their own formal policy to describe this process. To compliment the U.S. Coast Guard’s policy, DHS created the Joint Requirements Integration and Management System (JRIMS) to offer direction for agencies—to review, validate, and suggest solutions for capability gaps and requirements.

Top Qualities of Design Thinking Leaders

Top Qualities of Design Thinking Leaders

Design Thinking is on the rise in the business world. Design Thinking leaders focus on creating the best product for their clients and working with the experiences and insight of fellow coworkers. Some of the key characteristics of Design Thinking leaders present themselves in individuals who are open and subject themselves to vulnerability with clients and coworkers. These qualities help leaders to connect and build relationships with others. They also create an open flow of communication that allows for others to better share their knowledge to align with and understand the company's mission.

Think, Key, Speak: Purposeful Communications

Think, Key, Speak: Purposeful Communications

I spent the early years of my career in the United States Navy as a Naval Flight Officer on the E-2C Hawkeye, the Navy’s aircraft carrier-based Airborne Early Warning and Command and Control platform. The various missions of the aircraft demand that aircrew monitor up to ten radio frequencies, and actively speak on three or four of those, at any given moment in flight.