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.
As threats evolve and technology reinvents how we perform work, the Government must continue to find solutions to increasingly complex and multifaceted problems. Thanks to the expanded availability and relevance of data, agencies are now equipped with more resources to make accurate fact-based decisions surrounding these complex issues. As agencies make increasing use of this data, they need to determine whether to implement a centralized or decentralized analytical structure.
Understanding the types of data available, gaining access to the right data, and making sense of data are daunting tasks for most organizations as they develop a strategy to meet mission demands and enterprise-wide goals. Data is especially challenging for the Government, yet provides the opportunity for insight for leaders as they strategically move their agencies forward.
Two main types of problems can make it difficult to make data-driven decisions: technical and cultural. Technical difficulties could include data that is messy, incomplete, or split between different departments or components. Cultural factors might include a resistance to change, an environment that favors trusting your instincts, or a belief that things are fine the way they are.
When it comes to retaining your workforce, one feature correlates to 87% increases in retention and 57% increases in employee effectiveness. It is not compensation. It is employee engagement. Engagement measures an employee’s emotional commitment to an organization and willingness to use discretionary effort to achieve organizational goals. In other words, engaged employees strive to exceed the status quo.
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.
Everyone is familiar with the “bandwagon effect”, where fans and followers join and root for the winning team, popular group, or must-have item. Does this psychological phenomenon apply to everything? A common misconception is that people assume correlation equals causation.
The role of data analytics is quickly expanding in the public sector. How the Government will get their arms around the vast amounts of data, however, continues to be a challenge. While data-driven decision making is the future, the Government needs reliable ways to access the data and turn it into information.
As the Government increasingly uses design thinking to drive innovation, agencies should incorporate the development of “Archetypes” or “Personas” into their essential strategies to more closely identify with customers.
As the Government battles an ever-increasing number of complex security risks, it must continuously find new ways to sift through data to adequately handle threats. Homeland security leaders can apply a multi-layered approach to enhance its data analytics process through the studies of anthropology and philosophy.
In the virtual public square, the most valuable intelligence might not be so secret. In fact, the intelligence might be in plain view. During the trial of Dzhokhar Tsarnaev, the public discovered that the Boston Marathon bombers learned how to build their weapons not in a clandestine operation, but from Al-Qaeda’s public and free online magazine, Inspire. Everything the Tsarnaevs knew about terrorism came from open source information.