All in Strategic Planning
Each data element in a data asset inventory has its own “lifecycle” that when properly managed provides a framework for tracking and optimizing how data are used from creation through obsolescence.
While there may be significant capacity issues related to Internet and data access in developing countries, it’s impossible to ignore the disruptive and competitive landscape changes the growing Internet use offers wherever existing industries are adopting — or are being threatened by — web based developments. It make sense for at least some of open data program planning to reflect those realities.
In this post we dive a little deeper into the topic of “open data usefulness.”
At last night’s Open Data Enthusiasts meeting in Washington DC, Chris Whong of Socrata talked about the CityGram NYC system.
The full .pdf of this compendium can be downloaded here: /compendium1.pdf
Isaac Sacolick’s Friend or Foe? How Microsoft Excel 2013 Creates New Data Governance Challenges is a refreshing look at the challenges organizations face as the capabilities of data management tools outstrip the policies and processes for governing how such tools are used.
We want systems and processes to be more effective and transparent, we want to be able to take advantage of improved standards and technologies when they make sense — but we also need to balance the cost benefits of change in a fiscally austere and change resistant environment.
In “IT governance is killing innovation” Andrew Horne and Brian Foster argue that IT project selection needs to move beyond traditional capital investment based ROI measures. The authors think it is more appropriate to take into account project support for critical business capabilities and that such a focus will be much more supportive of innovation.
“It seems there are two extreme situations where people buy high-end analytical strategy work. At one end of the spectrum you have a company that’s doing well, has money to spend, and is in the enviable position where management can afford to “sit back” and contemplate what to do next. At the other end of the spectrum you have the company that’s not doing well, has cash flow problems, is having a tough time making payroll, but management realizes it really needs to do something different and wants to have an outsider look rationally at the problem of what to do next.”
On January 29, 2013 I was privileged to attend a meeting of the Government Performance Coalition at George Washington University in Washington DC. During that meeting Shelley Metzenbaum, OMB Associate Director for Performance and Personnel, discussed the “performance improvement” pages of the Performance.gov website.
The U.S. Department of Agriculture has joined other Federal agencies in seeking input on how to proceed with development of its “digital strategy.”
Directive number 7 in Federal CIO Steven VanRoekel’s May 23, 2012 federal API strategy Digital Government: Building a 21st Century Platform to Better Serve the American People states the following:
Is availability of powerful mobile devices and services really changing the way people work? Or are smart phones and tablet computers just providing more options for doing existing work without regard to location?
As a consultant one of the things I do is help people plan on how to use collaboration systems and social media.
Sometimes I need to be whacked on the side of the head to keep things simple.
Do you really need a blog if you already use Facebook? Listen to what Richard Musson, vice-president of marketing for Labatt Breweries of Canada, said recently when asked about using social media to support the launch of Bud Lite Lime in Canada:
Before you and your organization jump into implementing a “social media strategy,” be sure to study the communities you intend to interact with. Here are some of the questions you should ask in your research:
I use the term “social media” all the time. It’s one of the terms listed in the index banner at the top of this page. Besides, development of “social media” strategies and tactics are an important focus of some of my current consulting clients.
An important element in a successful R&D effort is effective collaboration. As the complexity of the research, development, and eventual adoption environments increases — as it does with large Federally funded R&D efforts — the importance of the sharing of information, ideas, and goals increases as well.