Strategy helps organizations define their desired end-state and prioritize what capabilities they need to get there. If you develop a strategy thoughtfully and implement it well, it can be a game changer for an organization.
Federal agencies are more frequently developing strategic plans to achieve mission success, and senior leaders are paying close attention to the implementation of these plans to make them a success. Effective implementation needs engagement from employees at all levels.
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.
Since the September 11th attacks, the Department of Homeland Security (DHS) has implemented plans to prevent terrorism and enhance security throughout the nation. The most recent Department of Homeland Security Strategic Plan supports these missions and includes plans to sufficiently prepare for crises and deter events like terrorist attacks.
Formulating a strategy requires skill and innovation. But that isn’t the hard part. The critical stage between formulating a strategy and implementation is where strategy can become reality – or not. How do you turn a good idea into something that happens?
In Greek mythology, a hydra is the nine-headed serpent slain by Hercules as one of his twelve labors: when any one of its heads is cut off, it is replaced by two others. This is a great way to characterize the ever-changing threat that the many agencies of the Department of Homeland Security (DHS) face every day.
“You want the best players to like you for all the reasons. It won't work. It'll bite you in the bum after awhile. You need to have the same standards for everyone. You can treat people differently because each one is different, but they all have to march to the same drummer, to the same standards." – Greg Popovich
Across Government, agencies are responding to new mandates, challenges, and priorities – and rarely do these shifts come with budget increases to match. 2017 will bring increased uncertainty. Depending on the outcome of the presidential election, strategic directions may shift a little, or a lot.
November’s presidential election may produce a range of outcomes so varied in its implications for DHS that it poses a challenge for agencies that are in the throes of planning for the transition.
Expectations from mission stakeholders and citizens are rising rapidly. The public and senior Government leaders expect modern, innovative solutions to long-standing problems. Traditional problem solving methods have not generated solutions that meet dynamic mission needs.
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.
Innovation is the driving force for competition throughout many different organizations. Without it, service, strategy, and technology become stale, and customers get bored.
“What do you do for a living?” In the Washington, D.C. area, this is a commonly asked question. And, “consulting” and “Government” are frequent responses. Consulting continues to be a sought-after job for industry veterans, those entering the workforce, and some looking for a career change.
