What I’m talking about when I’m talking about government as a platform | Dave Briggs
Digital is not about technology, and government as a platform is not about IT. It is instead a way of rethinking the operating model of an organisation to meet the current and future needs of its customers, in the digital age. The technology is an important enabler, but it is the means rather than the end.
platforms  organisationalchange  digital 
2 days ago
The Future of Firms. Is There an App for That? — Medium
For most of the developed world, firms, as much as markets, make up the dominant economic pattern. The Internet is nothing less than an extinction-level event for the traditional firm. The Internet, together with technological intelligence, makes it possible to create totally new forms of economic entities, such as the “Uber for everything” -type of platforms/service markets that we see emerging today. Very small firms can do things that in the past required very large organizations.
transactions  firms  disruption  transformation 
10 days ago
Russell Davies: You can't fix services with engagement
How did so many organisations end up here?

Because they've spent money on making their marketing digital, not their processes. They've got good at social media rather than service design.

They've invested in conversations, not services, so now they spend their whole time having conversations about how shit their services are.
servicedesign  socialmedia 
28 days ago
Ben Holliday » Asking the right questions to frame the problem
I’ve found that framing the problem is something that teams really struggle with. This should be something we constantly refer back to as we look to iterate and improve what we’re working on. Framing the problem should provide the constraint and reasoning behind new features, or be used to guide the prioritisation of any content and design changes.
design  agile  problemsolving 
5 weeks ago
Web Design - The First 100 Years
Here we are, fifty years into the computer revolution, at what feels like our moment of greatest progress. The outlines of the future are clear, and oh boy is it futuristic.

But we're running into physical and economic barriers that aren't worth crossing.

We're starting to see that putting everything online has real and troubling social costs.

And the devices we use are becoming 'good enough', to the point where we can focus on making them cheaper, more efficient, and accessible to everyone.

So despite appearances, despite the feeling that things are accelerating and changing faster than ever, I want to make the shocking prediction that the Internet of 2060 is going to look recognizably the same as the Internet today.
futures  history  technology 
5 weeks ago
Digital transformation strategy | Deloitte University Press
What separates digital lea­ders from the rest is a clear digital strategy com­bined with a culture and leadership poised to drive the transformation. The history of technological ad­vance in business is littered with examples of companies focusing on technologies without in­vesting in organizational capabilities that ensure their impact. In many companies, the failed imple­mentation of enterprise resource planning and previous generations of knowledge management systems are classic examples of expectations falling short because organizations didn’t change mindsets and processes or build cultures that fostered change.
workandtools  transformation  digital 
6 weeks ago
Lessons for the Public Sector from the Evolution of Early Life | Richard Copley MSc, BSc, SMSITM (and CIO)
It is necessary for each partner to give something up if the eukaryotic organisation is to be created. The thing that you’re losing is sovereignty over some functions. To my mind the kind of protectionism/sovereignty that we typically see in the public sector is a crime. ‘Sovereignty’ is really little more than macho chest thumping and posturing. It is a dog, scent marking its territory. We need to grow up.
organisationalchange  transformation 
6 weeks ago
The WTF Economy — Tim O'Reilly — Medium
Over the past few decades, the digital revolution has transformed the world of media, upending centuries-old companies and business models. Now, it is restructuring every business, every job, and every sector of society. No company, no job is immune to disruption.

I believe that the biggest changes are still ahead, and that every industry and every organization will have to transform itself in the next few years, in multiple ways, or fade away. We need to ask ourselves whether the fundamental social safety nets of the developed world will survive the transition, and more importantly, what we will replace them with.
futures  workplace  work 
7 weeks ago
Office, messaging and verbs — Benedict Evans
The way forward for productivity is probably not to take software applications and document models that were conceived and built in a non-networked age and put them into the cloud, or to make carbon copies of them as web apps. This is no different to using your PC to do the same things you used your typewriter for. And of course that is exactly how a lot of people used their PCs - to start with. Just as today we make web app copies of software models conceived for the floppy disk, so the first PCs were often used to type up memos that were then printed out and sent though internal mail. It took time for email to replace internal mail and even longer for people to stop emailing Word files as attachments. Equally, we went from typing expense forms (with carbon copies) to entering them into a Word doc version of the form, to a dedicated Windows app that looked just like the form, to a web page that looked just like the form - and then, suddenly, someone worked out that maybe you should just take a photo of the receipt. It takes time, but sooner or later we stop replicating the old methods with the new tools and find new methods to fit the new tools.  
transformation  workandtools 
7 weeks ago
danah boyd | apophenia » I miss not being scared.
Is our society really worse off because youth take risks and adults don’t? Why are they wrong and us old people are right? Is it simply because we have more power? As more and more adults live long, fearful lives in Western societies, I keep thinking that we should start regulating our decision-making. Our inability to be brash is costing our society in all sorts of ways. And it will only get worse as some societies get younger while others get older. Us old people aren’t imagining new ways of addressing societal ills. Meanwhile, our conservative scaredy cat ways don’t allow youth to explore and challenge the status quo or invent new futures. I keep thinking that we need to protect ourselves and our children from our own irrationality produced from our fears.
socialchange  panopticon 
7 weeks ago
Spaces of possibility | Catherine Howe
The redesign of physical spaces provides an opportunity to reimagine their surrounding digital space. I have been talking here of libraries but this is true of housing, or parks of any other kind of regeneration. My worry is that is if we don’t think about it then we risk ending up with a mish mash of smart vending machines, intelligent lampposts and clever video walls with generic content. These are all marvels in their own right but they don’t create a space for the community which they are designed to serve.
civilsociety  communities  co-creation  design 
8 weeks ago
Some notes on Obama in Charleston | thenextwave
We make our own futures through our choices, if not under the circumstances of our choosing. While speeches rarely create change, they can crystallise it. They can help us choose.
futures  politics  rhetoric  decisionmaking  democracy 
9 weeks ago
me.gov – the future of digital government
By applying the techniques of successful marketers and eCommerce businesses, digital can and should deliver more than efficiency savings for governments. It can improve outcomes by supporting behaviour change and ensuring that the right people access the right services at the right times. And it can improve trust and engagement between citizens and the public services and institutions that their taxes pay for.
personalisation  GaaP  strategy 
9 weeks ago
Discovering discovery | Make it quotidian
Not enough people actually begin at the beginning.

Often when I meet teams working on service transformation, or digital change projects, I find that they’ve begun somewhere else. Perhaps their work began when someone decided the organisation should be using a particular system, so they’re busy trying to implement that, or someone thought a particular process should be put online, so that’s what they’re doing. They’ve been presented with a solution and told to make it work.[...]

This tends to result in teams who are doing their best, but are feeling rather put-upon and disempowered; teams who find that the priorities and targets aren’t entirely clear, or that they keep shifting; teams who can’t really explain the purpose of what they are working on, or who it is for, or what will happen to it after they’ve finished their particular project.
discovery  servicedesign 
10 weeks ago
GovTech is Not Broken | Civic Innovations
The most under-appreciated characteristic of the government procurement process as it exists today is that it’s current design is largely intentional. Much like the federal and state income tax systems, we imbue a number of values deemed important into our procurement processes in the hopes of fostering desired outcomes.
bureaucracy  purchasing 
10 weeks ago
Ben Holliday » Thinking about iteration
It’s important to design and test different design approaches to the problem. This means that we quickly throw away things that aren’t working and move on to something else.

With our approach to prototyping in government the cost of throwing things away should be outweighed by the value of what we’re learning.

It’s only when we’re then confident enough about how well a design approach meets user needs that we should be looking to improve or iterate on this user journey.
iteration  servicedesign 
10 weeks ago
Tomorrow’s World | Perfect Path
In all technology, we face a tension between our desire to make life easier by replacing human labour with code or machines and our attachment to human labour as the primary sense-making tool of life and the means by which most of us get the things we need to live.

We seem to understand that work is changing but most of the #futureofwork stuff I’ve seen assumes capitalism based on corporations as a given.

I do have an opinion on this, I think we need fewer jobs and to really accept that people don’t need any more to work as hard or as long doing stuff to justify staying alive. What I want to do more though is point out the incongruity that our tech efforts go into replacing human labour but our politics, culture and society, our communities and social interactions assume that everyone should have a job or some easily understandable means of income like owning or a company or assets that create value.
futures  humanity  socialchange 
10 weeks ago
being more human at work – disambiguity
Consider every business process as a (usually) poorly solved design problem and approach it like a design team should – firstly understanding the what the actual problem is then thinking about different ways it could be solved, and then choosing the one that actually solves the problem – remembering that businesses are really nothing but groups of humans trying to work together to do something great.
processdesign  servicedesign  workplace 
11 weeks ago
diamond geezer
Those who push their chair in I like, because if one of them is in place I can escape from my desk. Alas they're also in the minority. Most of the people they send to sit next to me are chair-leaver-outers, getting up for a coffee or a meeting and blocking the aisle in their wake. I want to sigh deeply at their thoughtlessness, but by that time they're not usually there, so I simply push their big office chair back under their desk and proceed.
workplace 
11 weeks ago
Government as a platform, or a platform for government? Which are we getting?
The distinction here – and government’s choice – between a blueprint for GaaP that supports participation versus one that supports mere access, is critical. The former is about democratic re-invigoration, and the latter is about – well, just technology. Participation is much more disruptive to existing modes of organising within government.
GaaP 
12 weeks ago
The importance of selective inefficiency » The Spectator
When people try to introduce market competition into a monopoly or public sector organisation, what they generally mean is ‘to make it ruthlessly efficient’. This is a mistake. Successful private sector organisations usually follow the Kano model — they learn to practise selective, symbolic inefficiency because customers like it better that way.
servicedesign  efficiency 
may 2015
Where innovation sits in public service reform | arbitrary constant
Very little can truly be thought of as “innovative”. Having a more honest appraisal of the extent to which something is “new”, in my view, leads to a better understanding of the extent to which this “thing” might achieve change. This also provides us with a better understanding of the practical approaches, tools and techniques that might be useful to take the innovation from its current “degree” to the next, higher “degree”.
innovation  change  changemanagement 
may 2015
Stock and flow / Snarkmarket
Stock and flow is the master metaphor for media today. Here’s what I mean:

Flow is the feed. It’s the posts and the tweets. It’s the stream of daily and sub-daily updates that remind people that you exist.
Stock is the durable stuff. It’s the content you produce that’s as interesting in two months (or two years) as it is today. It’s what people discover via search. It’s what spreads slowly but surely, building fans over time.
socialmedia  speed 
may 2015
Designing digital democracy: a short guide | Geoff Mulgan
My guess is that the most successful models in the next few years will fuse representative and direct elements. They will be honest that the buck still stops with elected representatives – and that the online tools are inputs and supplements rather than replacements. They will present conversation and deliberation as preferable to relying on occasional elections, and the odd binary petition. But they will also be clear that the 21st century parliament or city council has to be a hybrid too – physical and digital.
democracy  decisionmaking 
may 2015
FutureGov | A nuanced post about local government finance
Austerity and the inevitable next wave of cuts is daunting, but throwing our hands up and saying there’s nothing we can do about it is wrong. If you’re a public servant, you can become an accounting archeologist, finding out where money is going and where it’s sitting, uncovering its potential and using it now to invest in public services of the future rather than propping up the past.
planning  lateralthinking  investment  localgovernment 
april 2015
The pursuit of power: Why Isis loves spreadsheets and mafia bosses build chapels - Ian Leslie
The politician, the gangster, and the terrorist all want something from you, though each of them wants something different. The politician wants your vote. The gangster wants your money. The terrorist wants your soul.
power  civilsociety  politics 
april 2015
On the complex relationship between political ignorance and democracy | British Politics and Policy at LSE
Political analysis, if it is to have meaning, should take the ignorance of democratic citizens seriously – but it should also probably take it as a non-negotiable feature of the way that democracies work in the era of mass voting publics.
democracy  politics 
march 2015
The Approaching Tidal Wave of Technological Change - RSA
What is remarkable about these achievements is not that they happened, but that they happened in such a short time from when such feats were confidently deemed impossible. Thinking like Gordon Moore rather than Thomas Watson Sr., computers over-taking humans in many more areas is a given.
futures  change  disruption 
march 2015
A new operating model for government | Open Policy Making
Why do we expect government to be immune from the more radical impacts, just because we don’t have the luxury of going out of business? It is not just a case of feeding modern digital tools into our existing policy processes (though that too), it is about recognising that these technologies have the potential to allow or even require a different operating model for government.
platforms  government  futures 
march 2015
Weasel words and no-apology apologies | Patient Opinion
Targets on response times were introduced and closely monitored by our board but there was little emphasis on the quality of our written responses.

Writing weasel words is not easy. Finding ways to express an apology without actually saying you have done anything wrong is an art form. 
complaints  feedback  engagement 
march 2015
Don’t Let The Sun Go Down On Me: Leadership, Vision and Statecraft | NAKED DIPLOMAT
Politics is easy when you are building, ‘on the up’ and offering clear choices in simple language. Politics is easy when power is concentrated, when the rules are clear and, while they might not agree, everyone is all playing on the same chessboard.



Politics is hard when the power is fragmenting, when the rules of the game are in flux, and when there are players willing to turn the chessboard over. Politics is hard in the periods when your constituents don’t think you, or any of your rivals, matter - and wouldn’t trust you even if they did.
politics  leadership  futures 
march 2015
4 Elements Of Successful Digital Transformation - DIGITAL LEADERS
We start from strategy. My strong belief at the start of this was that we did not need a separate digital strategy. We needed a business strategy with digital throughout. We need to retain our focus on our customers who still demand multi-channel access to our services. Business leaders that get digital don’t differentiate between business, digital and technology – the latter represents thinking from the early 2000s.
government  strategy  language 
march 2015
Is it time to ditch Digital Government? - PolicyBytes
As we all seek to further progress during the next Parliament with digital government, big data, smart cities, the Internet of Things, crowdsourcing and Government as a Platform, let’s make sure we say what we really mean: ‘reforming public services’, ‘making better use of information’, ‘improving cities’, ‘connecting devices’, ‘engaging the public’ and ‘coming up with common tools and ways of doing things’.
gov2.0  government  leadership  language 
march 2015
Schneier on Security: Everyone Wants You To Have Security, But Not from Them
The reason the Internet is a worldwide mass-market phenomenon is that all the technological details are hidden from view. Someone else is taking care of it. We want strong security, but we also want companies to have access to our computers, smart devices, and data. We want someone else to manage our computers and smart phones, organize our e-mail and photos, and help us move data between our various devices.

Those "someones" will necessarily be able to violate our privacy, either by deliberately peeking at our data or by having such lax security that they're vulnerable to national intelligence agencies, cybercriminals, or both.
security  personaldata 
february 2015
Rebooting the government | Civil Service World
Those first few years of work have been an alpha of a different sort: proving that radical change is possible, that digital should be at the heart of government, and that people are key to making big change happen. 
gov.uk  government  organisationalchange 
february 2015
What’s really different at DWP? — Medium
Just because the fundamental purpose of the department is different doesn’t mean we shouldn’t be delivering the digital services people expect, in a modern and efficient way.

In one sense, our unique purpose makes it easier for DWP to define its vision than a commercial enterprise, because we won’t have a competitor who will come along and disrupt our market. We need to disrupt our own delivery — which is why it’s such an exciting and challenging opportunity to bring fresh thinking from outside. Is it frustrating at times? Of course!
publicsector  civilservice  culture  businesschange 
february 2015
When experience matters (and when it doesn’t) – disambiguity
Lack of diversity in experience-levels (and lack of diversity in general) in the team will reduce their ability to consider a full range of service design options that can streamline the experience for users. This will limit the potential for transformation.

There are some roles where experience the domain of the project is essential and teams would be foolish not to include them. Designers and user researchers are not those roles.
usercentreddesign  research 
february 2015
Internet of Crappy Things - IoT | Kaspersky Lab Official Blog
In general, the problem is that those who develop home appliances and make them connected face realities of a brand new world they know nothing about. They ultimately find themselves in a situation similar to that of an experienced basketball player sitting through a chess match with a real grand master.

Things get even worse when it comes to the users of connected devices. They don’t bother with security at all. For an average user, a connected microwave is still just a microwave. A user would never imagine it is a fully-equipped connected computer which has means of influencing the physical world.
security  IoT 
february 2015
Technical architecture at MOJ Digital | MOJ Digital
Making sure that change isn’t expensive is vital for digital services because they have to change and adapt.
architecture  change 
february 2015
Bits or pieces?: On Government, platform, purchasing and the commercial world.
As with any large system where one size fits all project methodologies are ineffective, the same is true with purchasing. Any large scale system requires a mix of time and material, outcome based, COTS & fixed contract and unit / utility charging. Each has different strengths and merits as with project management methods. All activities evolve and how you purchase them will change accordingly.
cloudcomputing  purchasing 
february 2015
Business Design for an Agile world — Medium
In our future world, the change is never finished. Our Business Design is for an organisation that continuously iterates to improve itself. Is our Business Design a TOM? If you think of a TOM simply as the description of the way that we want to operate a business, then it certainly is.

But if you see a TOM as a prescriptive, absolutist, linear description of exactly how the organisation will work in 2020, then that’s not for us.
agile  businessmodels  organisationalchange 
february 2015
This thing called agile might kill us all | plate and serve
Agile transformation through service design is inherently political and therefore a challenge to established power structures. One, service design cuts across organisational boundaries, because that’s what customers do. They are ruthlessly horizontal in a way that vertically silo’d organisations really struggle with. Two, agile is ruthless in its slaying of sacred cows because it has to prioritise ruthlessly, based on the as-pure-as-you-can-get empirical customer and operational data.
agile  servicedesign  businessmodels  businesschange 
january 2015
Day 1 – Postbureaucrat
Whoever walks into ministerial offices after the 7th May, it’s likely there will be new faces with big ambitions and even higher expectations about how digital tools can help them win stakeholder, media and public support. 
Election  ministers  digital 
january 2015
The challenge for web designers in 2015 (or how to cheat at the future)
Most of those won't work if you try them on a laptop browser, but they will on your phone or tablet if you use chrome or firefox. This is partly the point, the technology is here, not in the tools that we use to design things for the web (laptop browsers), but is in the place where users are spending more time.
design  futures  usability 
january 2015
Should the UK Constitution be codified?
The UK constitution is currently best analysed in terms of politics. The most important balancing and control mechanisms within the UK constitution are all essentially political, rather than legal. The doctrine of Parliamentary sovereignty is no more than the articulation of a political fact of life, namely, that in the last resort politics always trumps law. 
law  politics  change 
january 2015
Good Intentions, Bad Outcomes
Many large organisations, in both the private and public sector attempt to reduce a small risk to zero risk, yet in the no doubt well intended processes they create, the overall costs to the service escalates. Many organisations don’t place sufficient value on time. If time had been a measured factor in coming up with this process, it is probable that a leaner procedure would have been devised. Finally, often a lack of trust between the politicians or those in positions of authority and the rest of the workforce results in too many prescriptive procedures, adding to the overall cost of the service.
culture  organisations  processdesign 
january 2015
The Innovators - lessons from the digital revolution - davebriggs -
People and computers working together in a kind of symbiosis is where the real sweet spot in digital innovation lies, rather than in artificial intelligence. Instead of trying to make machines that act like humans, we should leave the computers to do what they are good at – crunching through data and calculations – which frees up the people to do the creative, intuitive bit that machines struggle with so much.
innovation  workandtools  creativity 
january 2015
Unexamined Privilege is the real source of cruelty in Facebook’s “Your Year in Review” | Jeffrey Zeldman Presents The Daily Report: Web Design News & Insights Since 1995
If we keep throwing only young, mostly white, mostly upper middle class people at the engine that makes our digital world go, we’ll keep getting camera and reminder and hookup apps—things that make an already privileged life even smoother—and we’ll keep producing features that sound like a good idea to everyone in the room, until they unexpectedly stab someone in the heart.
socialexclusion  privilege  servicedesign 
january 2015
How Markets Crowd Out Morals | Boston Review
Markets are not mere mechanisms; they embody certain values. And sometimes market values crowd out non-market norms worth caring about.
markets  civilsociety  communities 
january 2015
Optimism, Technology and (Citizen) Diplomacy | NAKED DIPLOMAT
If digital information is the 21st century’s most precious resource, the battle for it will be as contested as the battles for fire, axes, iron or steel. Between libertarians and control freaks. Between sharers and exploiters. Between those who want transparency, including many individuals, companies, and governments. And those who want privacy, or as its critics call it, secrecy. Between old and new sources of power. The next wave of technological disruption will be faster and greater than anything we have ever experienced. But we can and must be ready for it.
socialchange  futures 
december 2014
De-geekifying open data | LocalGov Digital | Lucy Knight
But here's the most important thing for me about open data; the reason I support it and promote it the way I do. It's not about the cool stuff we could do with it (although obviously there can never be too much cool stuff). It's about fighting the perception that the public sector is full of people hiding information from the public. I'm tired of being seen as part of some evil cynical fact-obscuring machine. 
opendata  opengovernment 
december 2014
What is a ‘policy’ – and what is good policymaking? | David Allen Green
Good policy is the considered course of action by which a supposed public benefit is accomplished, which otherwise would not be accomplished, by the best use of the resources available. It is grounded in reality and thought-through as to its consequences. But get policy wrong and instead of the desired benefits there may be further and unintended problems, or even nothing achieved at all.
policymaking  decisionmaking  law 
november 2014
arbitrary constant | Up to and including itself
Basing policy on evidence is common sense, isn’t it? Why would you base policy on anything else? Shouldn’t we only spend tax-payers’ money on what works?

But scratch the surface of these questions and things aren’t as rational, predictable, and benefit-maximising as evidence-based policy would have us believe. There are similar heuristics when it comes to making policy.
policymaking  politics  research 
november 2014
‘Generalists don’t know what they don’t know and that can be dangerous’ | 21st Century Public Servant
Clearly there is a balance to be struck between generalists and specialists – I would like my surgeon to be a specialist and the person who signs off the safety of new buildings to have technical expertise – but it seems to me that there is a tendency to overstate the dangers of generalism. Generalists who don’t know what they don’t know may be able to be more innovative and experimental than people whose specialism leads them to see an existing service intervention as the solution to every problem.
publicservice  humanservice  work 
november 2014
Stumbling and Mumbling: Leadership in question
Is leadership and hierarchy really the best way of running political parties and government? Could it be that our idiot political culture which demands "strong" leadership is, in fact, an obstacle to good governance?    
leadership  government 
november 2014
This is a post about tone policing
If you see someone who is angry and upset about something that was said or done to them, don’t tell them they should be nicer. Instead: Recognize their emotions as valid. Recognize that their emotional state is an indication that something extremely harmful was done to them, whether it was by you, or someone else
language  repression  socialchange 
november 2014
The Whitehall ideas machine must go: politicians are the cause of bad services | John Seddon | Society | The Guardian
For innovation to flourish the locus of control must shift to the frontline where people deliver public services. Innovation requires freedom to learn and experiment; it can’t happen if it is constrained by consensus and regulation, especially when that consensus is largely developed among people with no knowledge. The Whitehall ideas machine must go. It is at the heart of the current malaise and is a disservice to ministers, entrapping them in a situation where they always need to be right, hate to have their opinions challenged, and are obliged to lay down the law.
servicedelivery  policymaking  systemsthinking 
november 2014
Risk management of cyber security in technology projects - GOV.UK
Unusable systems encourage users to find workarounds, resulting in systems that are unproductive and insecure. Well-designed systems are both enjoyable to use, and more secure as a result.
security  risk  servicedesign 
november 2014
The Hollow Men II: Some reflections on Westminster and Whitehall dysfunction | Dominic Cummings's Blog
Politics is dominated by discussion of ‘strategy’ and ‘priorities’, but few know how to think strategically (or even what ‘strategy’ is) or how to make and stick to priorities. Misunderstanding of strategy, and the proliferation of rhetoric masquerading as strategy, causes huge problems, including with national leaderships’ attempts to define ‘national strategy’. (** See endnote.)

This is a huge gap in Whitehall but the system has gone so wrong few even realise the gap is there and those who do cannot do anything about it.
politics  ministers  civilservice  strategy 
october 2014
Who is nudging whom? | The Enlightened Economist
What is ‘better’? Is it the (largely) white, male, middle class experts who work in the policy world? What will the wider consequences be of adopting nudges that get ordinary people to pay more income tax and cheat less on benefits, without looking for nudges that get bankers to pay themselves lower bonuses or extract more corporate tax revenues from big companies?
nudge  servicedesign 
october 2014
Mobile Is Eating the World | Andreessen Horowitz
There is no point in drawing a distinction between the future of technology and the future of mobile. They are the same. In other words, technology is now outgrowing the tech industry.
mobile  technology  futures 
october 2014
Managing Complexity: The Battle Between Emergence And Entropy
And here is the underlying conceptual point. The more open the organisation is to external sources of energy, the easier it is to harness the forces of emergence rather than entropy. What does this mean in practice? Things like refreshing your management team with outside hires, circulating employees, making people explicitly accountable to external stakeholders, collaborating with suppliers and partners, and conducting experiments in “open innovation”.
organisations  culture  workplace  leadership 
october 2014
7 things you (workplace folk) should know about the #futureofwork – #wtrends14 | Perfect Path
We’ll work anywhere. We recognise that no environment will ever be perfect, but we can make the most of any space that comes along.  Stop worrying about making somewhere that fits every need – keep it simple and we’ll adapt. But not necessarily the same “anywhere” everyday There is no single space or form of space in which people can best work.  
workplace  workandtools 
october 2014
How Does Google Handle IT for Its Workers? Ask CIO Ben Fried - WSJ - WSJ
We have this enormous and unique opportunity to set the culture of the companies we are within, with technology.

I remember years ago, when I joined Google, I looked at the personal technology that Google gave to its people. Google allowed people to use whatever they thought was relevant to them, when everyone else gave people a black laptop and a BlackBerry and said, “You are going to do it our way.”

I think that CIOs need to understand the cultural thing—they define the culture of their company by the technology they give to their employees.
workandtools  workplace 
october 2014
How to influence policy? An interview with Owen Barder of the Center for Global Development - 80,000 Hours
I do think the transparency of government is an important issue. It just makes it much harder to make bad decisions if the analysis that underpins all those decisions is public. It becomes politically unsustainable to do stupid things.
decisionmaking  opengovernment  opendata 
october 2014
What’s Wrong with Twitter’s Latest Experiment with Broadcasting Favorites — The Message — Medium
In tech platforms, when our signaling ability is limited to technical affordances, we adopt existing tools and transform them into social signals. Things that start off as utilities, or only “technical” affordances, soon acquire social meaning. In Twitter, this is true for both block and favorite (but not mute because it is not visible — hence it is not a signal to the other party. A signal, by definition, is visible).
socialmedia  affordance  communities 
october 2014
Government doesn’t get complexity
Government investigations of significant IT failures do not seem to recognise the effects of complexity. Usually, problems are laid at the door of uncertain requirements, poor governance or inadequate management skills. Of course there have been straightforward programmes that have failed for these reasons but, where complexity applies, blaming these alone – and not getting to the root cause – will perpetuate failure. The problem is not in plans, people or methods – it’s in mindset. Trying to build things that really need to be grown just won’t work – no matter how they are managed.
projects  complexity  planning 
october 2014
Digital and change: what to get excited about | Digital health
Sometimes we might still choose to be laggards of course. The internet will still happen around us anyway, changing the ways we can get things done. But I’d rather do the extra work to accelerate changes that particularly suit us, where they have the greatest potential to improve our work. That’s the real stuff to get excited about.
change  transformation  strategy  workandtools 
october 2014
From the archive: Parkinson's Law | The Economist
A is a conscientious man. Beset as he is with problems created by his colleagues for themselves and for him—created by the mere fact of these officials' existence—he is not the man to shirk his duty. He reads through the draft with care, deletes the fussy paragraphs added by C and H and restores the thing back to the form preferred in the first instance by the able (if quarrelsome) F. He corrects the English—none of these young men can write grammatically—and finally produces the same reply he would have written if officials C to H had never been born. Far more people have taken far longer to produce the same result. No one has been idle. All have done their best.
workplace  civilservice 
september 2014
Culture Stories: Introduction and Milk.
I listened to various simple, actionable, additive1 and modern sounding things we could change to the way we work. Add some tablet computers here and more video conferencing there. I worked in the digital department, and at the time I was working on our internal tools so I guess I was meant to write these things down and agree wholeheartedly. But I struggled. It felt like there was a bigger problem not being mentioned by anyone. Culture.
tw3  workplace  culture 
september 2014
MOT status check: a five minute business case - honestlyreal
Shall we just reflect how far things have come that a well-intended (but clearly underinformed) blog post can pop-up – get a useful response directly from an agency CEO within a couple of hours, with not a hint of spin, snark or press officer flannel – and lead to a better informed me, and hopefully you, dear reader?
opengovernment  organisationalchange  communication 
september 2014
Publishing and Reading — Medium
No book need ever be out of stock, or out of print, anywhere in the world. It used to be that if you were OK with people in Podunk having inferior access to books than people in Brooklyn, you were just a realist about the difficulties of making and shipping physical stuff. Now if you’re OK with that, you’re kind of an asshole. In the twenty-first century, not being able to correctly stock or distribute a product whose main ingredient is information suggests a degree of technical and managerial incompetence indistinguishable from active malice.
socialchange  businesschange 
september 2014
Why I Just Asked My Students To Put Their Laptops Away… — Medium
The fact that hardware and software is being professionally designed to distract was the first thing that made me willing to require rather than merely suggest that students not use devices in class. There are some counter-moves in the industry right now — software that takes over your screen to hide distractions, software that prevents you from logging into certain sites or using the internet at all, phones with Do Not Disturb options — but at the moment these are rear-guard actions. The industry has committed itself to an arms race for my students’ attention, and if it’s me against Facebook and Apple, I lose.
interaction  attention 
september 2014
You Are Not Late — The Message — Medium
Right now, today, in 2014 is the best time to start something on the internet. There has never been a better time in the whole history of the world to invent something. There has never been a better time with more opportunities, more openings, lower barriers, higher benefit/risk ratios, better returns, greater upside, than now. Right now, this minute. This is the time that folks in the future will look back at and say, “Oh to have been alive and well back then!”

The last 30 years has created a marvelous starting point, a solid platform to build truly great things. However the coolest stuff has not been invented yet — although this new greatness will not be more of the same-same that exists today. It will not be merely “better,” it will different, beyond, and other.
forecasting  futures  creativity  innovation 
september 2014
The spirit of the age | Flip Chart Fairy Tales
It’s not just funerals and retirements that change attitudes. The process by which whole societies change their minds about things is much more interesting than that. Generational attitudes waver and people move with the times. The word zeitgeist translates as spirit of the age. That spirit moves in mysterious ways.
socialchange  attitudes 
september 2014
Beyond belief – towards a new methodology of change | Matthew Taylor's blog
Perhaps the biggest challenge to the beyond policy paradigm is that it requires fundamental changes not just in the way we do policy, but in how we think about politics, accountability and social responsibility. The solidity of traditional policy making is contained within a wider system which cannot easily contend with the much more fluid material of ‘beyond policy’. When, for example, I tell politicians there their most constructive power may lie not in passing laws, imposing regulations or even spending money but on convening new types of conversation, they react like body builders who have asked to train using only cuddly toys.
policymaking  politics  collaboration 
august 2014
Already Here: the importance of ordinary innovation | Native
I’ve grown to learn that the greatest innovations are not always with the new ways to tell stories, or the new ways to make a noise. Instead, the truly revolutionary are often somewhat banal. They’re the innovation that disappears as soon as it happens, that arrives and makes us immediately forget what it was like to live without it. Not showy, but subtle and just-so.
innovation  servicedesign 
august 2014
How to Harness the Wisdom of Crowds in Public Services
Polls, referenda and consultations request individuals’ views on a subject. They ask citizens to express the level of their support for a particular measure, or to state their preference from a list of pre-set options. Gathering such qualitative responses may be helpful in revealing the strength of public opinion on a specific issue. But the pressing need for good policymaking is having ideas and information. A more interesting and potentially fruitful approach would therefore be to ask citizens to provide facts or answers to specific questions; to provide knowledge that government alone could not find for itself.
co-creation  opendata  crowdsourcing 
august 2014
Not just the government's playbook - O'Reilly Radar
Whenever I hear someone say that “government should be run like a business,” my first reaction is “do you know how badly most businesses are run?” Seriously. I do not want my government to run like a business — whether it’s like the local restaurants that pop up and die like wildflowers, or megacorporations that sell broken products, whether financial, automotive, or otherwise.
government  design  IT 
august 2014
War – the mother of the tech sector | Flip Chart Fairy Tales
War, then, is good for technological development. Of course, it’s not the killing and destruction itself that leads to innovation. You can do a lot of that with relatively primitive technology. What drives the scale and speed of technological innovation is a massive concentration of investment. It’s just nothing seems to promote quite that level of investment quite like armed conflict, or the fear of it.
technology  history  generationalchange 
august 2014
« earlier      
accessibility adoption affordance agile alphagov analysis apps architecture attention attitudes australia authentication authenticity avoidablecontact backend banking behaviourchange beta bigdata bigsociety borges branding bureaucracy businesschange businessmodels categorymistake change changemanagement channels civilservice civilsociety cloudcomputing cluetrain co-creation co-production cognitivebias collaboration commissioning communication communities complaints complexity connections consultancy conversation creativity crowdsourcing culture customerexperience customerjourneys customers data datasharing decisionmaking delivery democracy demographics design determinism developers devicepenetration devices digital digitalbritain digitalbydefault digitalinclusion directgov discovery disruption doubt douglasadams e-government ecommerce education efficiency election elephants empowerment engagement ergonomics evaluation events evolution experiment failure feedback firms forecasting forms fraud frontline futures gaap games gametheory gender generationalchange google gov gov.uk gov1.0 gov2.0 government govuk green guidance happiness hci help history horizontalservice humanity humanservice hypecycle identity incentives influence information informationarchitecture innovation insight interaction internalchange intranets investment iot it iteration knowledgemanagement language lateralthinking law leadership lean lifts localdelivery localgovernment longtail management markets measures media ministers mobile mysociety needs networks norman nudge obliquecomparisons onestop online onlineservices opendata opengovernment openservices optimism organisationalchange organisations overtonwindow p2p panopticon participation performance personaldata personalisation piloting planning platforms policymaking politics power presentation prioritisation privacy privilege problemsolving processdesign projects pscite psychology publicsector publicservice publicservicereform publicservices publicspending publishing purchasing radicalefficiency rapiddevelopment rationalchoice reform regulation repression reputation research rhetoric risk science security securitytheatre semanticweb serendipity servicedelivery servicedesign servicedisaggregation serviceproviders simplification skills smartergovernment socialchange socialenterprise socialexclusion socialmedia socialnetworks speed statistics story strategy subversion systems systemsthinking targets tax technology techsupport telecoms testing thinkingskills timms tools totalplace transactions transformation transparency trust tw3 twitter usa usability usercentred usercentreddesign userexperience uxd video visualidentity visualisation vonnegut vpi walledgardens wearable web2.0 webhistory welfarereform welfaresystem work workandtools workplace xkcd

Copy this bookmark:



description:


tags: