K--Government Strategies
The Social Enterprise: Using Social Enterprise Applications to Enable the Next Wave of Knowledge Worker ProductivityThe next generation of collaborative work will be defined by the shift from information handling to interaction management, or socialization. Social networks such as Facebook and MySpace might seem at first to be more about play than about work but, according to Stowe Boyd, it is precisely such play and the recurring stickiness it engenders that will allow people to tap into the collective knowledge of their coworkers. Social networking will succeed where earlier approaches to collaboration, such as traditional knowledge management, have failed.
Economic development in a Rubik’s Cube world: How to turn global trends into local prosperityThe world is currently changing at an increasingly rapid pace, driven by six “megatrends”: deepening globalization, large scale population trends, accelerating technological progress, the "Omni Consumer," the corporate social responsibility imperative and growing political uncertainty. These trends are forcing companies to innovate and refine their fundamental business models. Investment promotion agencies and economic development organizations must not only deal with all those changes, but also with more intense competition. To do so, they need to understand their clients, environment and competitors, and respond effectively.
A vision of smarter cities: How cities can lead the way into a prosperous and sustainableAn urbanizing world means cities are gaining greater control over their development, economically and politically. Cities are also being empowered technologically, as the core systems on which they are based become instrumented and interconnected, enabling new levels of intelligence. In parallel, cities face a range of challenges and threats to their sustainability – across their business and people systems and core infrastructures such as transport, water, energy and communication – that they need to address holistically. To seize opportunities and build sustainable prosperity, cities need to become “smarter.”
Field Workforce Talent Management - Executive Issues in Public Service.While talent issues are at the top of the agenda for public service leaders, there is little practical guidance on how to manage talent to unlock its full potential. Therefore, our goal with this report is to not only present the “state of affairs” for field workforce talent management in public service organizations, but also to stimulate a working dialog among all those interested in the effectiveness of public service. In doing so, we hope to identify the unique talent management challenges facing today’s public service leaders and the practical measures that enable these organizations to provide better services to citizens.
New paths in Public Services: The bigger pictureIn the face of economic turmoil, many public-sector leaders are thinking tactically, not strategically. As a result, they risk overlooking the long-term implications of trends associated with the multi-polar world. To respond successfully, governments must successfully address five critical areas as they develop new ways of working that emphasize creating public value.
A Vision of Smarter CitiesAn urbanizing world means cities are gaining greater control over their development, economically and politically. Cities are also being empowered technologically, as the core systems on which they are based become instrumented and interconnected, enabling new levels of intelligence. In parallel, cities face a range of challenges and threats to their sustainability – across their business and people systems and core infrastructures such as transport, water, energy and communication – that they need to address holistically. To seize opportunities and build sustainable prosperity, cities need to become “smarter.”
ICT facilitator or roadblock for GovernmentThe role of public administration is no longer only about streamlining the bureaucracy, but also about driving innovation into the economy and the new knowledge society. While visions, policies, and strategies are set at the political level, the challenge is then transferred to the Chief Information Officers (CIOs) that must leverage ICT capabilities to deploy them. This is particularly challenging for local and regional governments which have the first-line relationship and service delivery mission with constituents in most European countries. One key question arises: is ICT a facilitator or a roadblock to achieve these goals?
Intelligent transport - How cities are creating improved mobilityCities are facing urgent transport challenges. Many cities are starting to tackle these by planning and implementing new intelligent transport solutions, and some already have posted impressive benefits. However, progress varies, and most cities are at “the early adopter” stage, with ambitious plans to utilize the latest technologies but little practical experience. How can they move forward? We believe cities can learn from one another’s success while engaging customers, mapping progress against leading practices, and utilizing crossmodal collaboration and new technologies to integrate transport services.
Resolving the “privacy paradox” - Practical strategies for government identity management programsIn today’s digital age, citizens seeking greater convenience and security in their travels and transactions are demanding more effective identity management solutions from their governments. At the same time, there is strong opposition, on privacy and civil liberties grounds, to some proposed government initiatives. We call these apparently conflicting reactions the “privacy paradox” – caused by the power of technology to on one hand empower and on the other, raise concerns among some citizens that they could be controlled. We believe it’s time for governments to recognize this paradox and, like their counterparts in the private sector, begin to respond to public demand for identity management solutions that not only deliver improved services, but that also engender trust and confidence that personal data will be protected.“
Government 2020 – An Irish perspectiveOur worldwide analysis identified six drivers outside the realm of government control - globalisation, technology, demographics, environmental concerns, societal relationships and social stability – that are shaping the future of nations across the world. The impact of these drivers varies by country. A key dimension of an effective Irish Government response will be to enable a new level of broader and deeper collaboration, including expanding the scale and expediting the pace of organisational changes in the public sector, developing more personalised and interactive services, cultivating partnerships, and prioritising education and innovation. In this challenging economic environment, more than ever before,the Irish Government must lead by example.
Economic development in a Rubik’s Cube worldThe world is currently changing at an increasingly rapid pace, driven by six “megatrends”: deepening globalization, large scale population trends, accelerating technological progress, the "Omni Consumer," the corporate social responsibility imperative and growing political uncertainty. These trends are forcing companies to innovate and refine their fundamental business models. Investment promotion agencies and economic development organizations must not only deal with all those changes, but also with more intense competition. To do so, they need to understand their clients, environment and competitors, and respond effectively
Government 2020 and the perpetual collaboration mandateThe future of societies around the world is being shaped by six drivers outside the realm of government control. Powerful changes related to demographics, globalization, environmental concerns, societal relationships, social stability and technology will affect virtually every government, demanding individualized responses suited to each nation, region or locality. These nearly universal rivers will require “perpetual collaboration” that starts with intensified, multi-directional communications, and shared operational and technical standards. Beyond those core essentials, effective strategies also hinge on government commitments to facilitate efforts involving multiple agencies (within and across borders), and improve partnering with transnational organizations.