Digital disruption is a mindset that bypasses analog
barriers, gaps, boundaries to deliver value
James McQuivey, Digital Disruption
Thanks to DAU for publishing Digital Pentagon in the Nov/Dec edition of Defense AT&L Magazine.
The time has come for the Pentagon to retire its Industrial Age management model and invent a radically new approach for the Digital Age. The Department of Defense (DoD) faces an increasingly complex operational environment at a time of decreasing defense budgets. The DoD would yield better results if it harnessed its strategic initiatives to enabling innovation instead of strict cost-cutting measures. The enterprise that more than 40 years ago helped invent the Internet for research and development collaboration must leverage the Web as a platform to network its acquisition workforce…. (see full article).
As we draw down from the wars in Iraq and Afghanistan, our force needs to make a very difficult transition from a large, rotational, counterinsurgency-based force to a leaner, more agile, more flexible, and ready force for the future.
Deputy Secretary of Defense Dr. Ashton Carter
See Dr. Carter’s full remarks at the National Press Club on May 7, 2013.
Po Bronson had an inspiring piece in Fast Company in 2002: What Should I Do With My Life?
People thrive by focusing on the question of who they really are — and connecting that to work that they truly love (and, in so doing, unleashing a productive and creative power that they never imagined). Companies don’t grow because they represent a particular sector or adopt the latest management approach. They win because they engage the hearts and minds of individuals who are dedicated to answering that life question.
This is not a new idea. But it may be the most powerfully pressing one ever to be disrespected by the corporate world. There are far too many smart, educated, talented people operating at quarter speed, unsure of their place in the world, contributing far too little to the productive engine of modern civilization. There are far too many people who look like they have their act together but have yet to make an impact. You know who you are. It comes down to a simple gut check: You either love what you do or you don’t. Period.
The digital information revolution has handed the U.S. intelligence community a slew of new challenges that are nowhere close to resolution, a new study says. The 21st-century problems range from mountains of data to accelerated pace of change to competing information flow from nongovernmental sources to fears of violating privacy and civil liberties, according to a paper “Expectations of Intelligence in the Information Age” See GovExec article for highlights.
Decision makers will expect the Intelligence Community to validate and meld their information with that available in open source.
Why do some companies thrive in uncertainty, even chaos, and others do not? Based on nine years of research, buttressed by rigorous analysis and infused with engaging stories, Jim Collins and his colleague, Morten Hansen, enumerate the principles for building a truly great enterprise in unpredictable, tumultuous, and fast-moving times. The DoD, while not driven by stock prices and profits, can apply many of these findings to ensure their major programs, organizations, and enterprises can achieve spectacular, long-term results.
Michele Flournoy, former Under Secretary of Defense for Policy, had an interesting opinion piece in the Washington Post on Reforming an Outmoded Government.
- With rising budgets (like the past decade), the focus tends to be on growth, not efficiency
- Need outside help to assess their strengths and weaknesses, identify the most important avenues for change, and design and implement initiatives that will achieve results
- Change is hard and often threatening. One person’s efficiency can break another person’s rice bowl.
Successful U.S. companies have fundamentally transformed how they do business
- Adopted strategies to cope with a more complex, dynamic and uncertain environment
- Delayering to streamline and empower their organizations
- Leveraged IT to enhance performance, agility and competitiveness while reducing cost
- Strategic investments in talent management to improve performance
Read the full piece here.