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.

Reinventing Strategy

Reinventing Strategy

Since the GPRA Modernization Act in 2010, agencies across the Federal Government have raced to establish new Strategic Plans in response to incoming Presidential Administrations and agency leaders. Developing a new Strategic Plan is incredibly exciting for an agency. Leaders can redefine priorities, frontline managers can improve mission performance, and employees can better engage with the mission. Strategy, however, is so much more than just a Strategic Plan.

Running IT Like a Business: How Technology Business Management is Shaping the Future of Federal Agencies

Running IT Like a Business: How Technology Business Management is Shaping the Future of Federal Agencies

As the Government continually looks for ways to increase efficiency and encourage innovation, Information Technology (IT) is emerging as a solution to these needs. Recent Federal guidance mandates all agencies to adopt a new framework for better understanding IT costs. Technology Business Management (TBM) is a framework that incorporates IT departments into the overall business network, shifting away from treating IT as an independent unit. This provides a clear way to evaluate and manage IT, running IT as a business and communicating the value of new IT investments.

Behavioral Science – Using Behavioral Science to Effect Action

Behavioral Science – Using Behavioral Science to Effect Action

How do organizations encourage behavior change in their customers? Increasingly, they focus on customer experience, and as a consequence employ behavioral science methodologies. At the heart of behavioral science is the consideration of how an organization can make small investments that generate incremental savings/returns while considering both customers and organizational benefits. One example is Transportation Security Administration’s (TSA) Pre✓® and U.C. Customs and Border Protection’s Global Entry programs.

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.