Shows & Panels
- The 2014 Big Picture on Cyber Security
- AFCEA Answers
- Ask the CIO
- Building the Hybrid Cloud
- Connected Government: How to Build and Procure Network Services for the Future
- Continuing Diagnostics and Mitigation: Discussion of Progress and Next Steps
- Federal Executive Forum
- Federal Tech Talk
- The Future of Government Data Centers
- The Future of IT: How CIOs Can Enable the Service-Oriented Enterprise
- Government Perspectives on Mobility and the Cloud
- The Intersection: Where Technology Meets Transformation
- Maximizing ROI Through Data Center Consolidation
- Mitigating Insider Threats in Virtual & Cloud Environments
- Modern Mission Critical Series
- Moving to the Cloud. What's the best approach for me
- Navigating Tough Choices in Government Cloud Computing
- The New Generation of Database
- Reimagining the Next Generation of Government
- Satellite Communications: Acquiring SATCOM in Tight Times
- Targeting Advanced Threats: Proven Methods from Detection through Remediation
- Transformative Technology: Desktop Virtualization in Government
- The Truth About IT Opex and Software Defined Networking
- Value of Health IT
- Air Traffic Management Transformation Report
- Cloud First Report
- General Dynamics IT Enterprise Center
- Gov Cloud Minute
- Government in Technology Series
- Homeland Security Cybersecurity Market Report
- National Cybersecurity Awareness Month
- Technology Insights
- The Cyber Security Report
- The Next Generation Cyber Security Experts
Shows & Panels
Gov innovation requires optimism, failing in small ways
Monday - 2/7/2011, 3:30pm EST
Fred Dust, a partner at IDEO and leader of the Systems at Scale Group, told the DorobekINSIDER that the government faces extra hurdles to innovation compared with the private sector.
For example, only in government do political appointees and career employees have to work together toward a common cause, he said.
"There's real reason why sometimes [innovation] can feel slower in government," Dust said.
Innovation can seem like an added burden when feds are already asked to do more with less in the age of austerity.
However, a change in attitude can drive a change in workplace practices. Instead of seeing the budget problems, feds can reframe the problem as an opportunity to think about how to do things in a new, better way, he said.
"You need a renewed sense of optimism...It's primarily an act of optimism, saying yes, and saying we think we can actually make a change and we're impatient for change," Dust said.
He added that once you "scratch the surface," everyone in government wants to be optimistic.
The government is designed to perform reliably - "not to changing circumstances," according to the report. Failure is part of innovation but it's not something in government that is celebrated, Dust said. Government has major institutions - like Congressional committees, inspector general offices and the Government Accountability Office - that oversee agencies' work and have resulted in agencies being "highly defense and cautious," the report said.
But Dust said agencies will only learn if they can fail - in small ways - by trying new ideas.
The report offers tips for fostering government innovation:
- Provide funding for "efforts that defy categorization."
- Create a lab for testing and test in the early development phase to "learn faster and with less risk."
- Train employees on innovation and connect with a mentor.
- Use an innovation toolkit with technical instructions and tips for navigating change (communicating ideas, building support).
The concern is that if the government does not innovate, it will be left behind. Technology has changed the way government does business, and with the changes have come new expectations.
"At some point things break," Dust said. "The reason we innovate now is so we don't get to a breaking point."
And check out the DorobekINSIDER interview with Tim McManus of the Partnership for Public Service.