Posts

Belarus Authorities’ Counter-Revolutionary ICTs Tactics: 2001-2010

EAStudies Volodymyr Lysenko (University of Washington) and I have a paper accepted in Europe-Asia Studies.

Belarus authorities’ counter-revolutionary tactics related to information and communication technologies in 2001-2010: lessons learned

Information and communication technology (ICT)-enabled revolutionary tactics play an important role in uprisings against non-democratic regimes worldwide. Up to now, a critical understanding of how authorities in those countries employ ICT-based counter-revolutionary measures has been missing. In this paper we examine the evolution of ICT-based counterrevolutionary tactics employed by one of the most ingrained authoritarian regimes—that of Belarus—through the last decade (2001-2010). The political opposition’s responses to the authorities’ countermeasures are also investigated, followed by an analysis of the co-evolution of these opponents’ ICT-related tactics. We suggest that use of ICT (by both sides) was not among the main factors leading to Belarus’ failed colour revolution. Rather, factors such as miscalculations on the side of the opposition; effective preemption by authorities; collaboration with foreign regimes by the authorities; and harsh physically oppressive measures by the authorities played the main part. Based on these conclusions, implications for the general theoretical framework of political cyberprotest in the former USSR are discussed. Finally, practical suggestions for the improvement of dissenters’ use of ICT during major political cyberprotest are provided.

Realizing the Promise of Big Data – IBM Center for the Business of Government

IBMRealizing the Promise of Big Data: Implementing Big Data Projects was published today by the IBM Center for the Business of Government.

Big data is a new frontier for the public sector. It has captured the attention of public managers across the globe. Agencies realize that their datasets represent critical resources that need to be managed and leveraged. Public sector use of big data and big data analytics is wide-ranging; some organizations have no experience with big data, while others have taken on small to moderate-sized projects. Drawing on interviews with chief information officers (CIOs) from every level of government (federal, state, and local), this report presents implementation steps grouped by the phases of a big data project:

  • Planning
  • Execution
  • Implementation

In the next few years, nearly all public agencies will grapple with how to integrate their disparate data sources, build analytical capacities, and move toward a data-driven decision-making environment. Big data is increasing in importance for public agencies, and big data programs are expected to become more prominent in the near future. Through the use of big data, analytics now holds great promise for increasing the efficiency of operations, mitigating risks, and increasing citizen engagement and public value.

This is my second report published by the IBM Center for the Business of Government. To read my previous report on Challenge.Gov: Using Competitions and Awards to Spur Innovation, please click here.

Mobile App Development in Highly Regulated Industries @ Society for Information Management’s Advanced Practices Council

mobileappI am thrilled to be invited back to address the Advanced Practices Council (APC) of the Society for Information Management. The APC commissioned a research report on mobile app development in highly regulated industries. Over the last few months, I have collaborated with Paul Simon (CEO of iHear Network and my former graduate student at the University of Washington) on this research report.The presentation will take place on Jan 22, 2014 at the Intercontinental Buckhead in AtlantaGeorgia.

Mobile App Development in Highly Regulated Industries: Risks, Rewards, and Recipes

Mobile computing has the potential to be as disruptive to the status quo as the introduction of the modern Internet in the 1990s or the Model T was nearly 100 years ago. Organizations need to not only understand the risks of mobile computing, but develop strategies to incorporate it before it fatally disrupts their current business model. Some of the rewards of a well thought out mobile strategy include increasing revenues or new revenue streams, greater brand awareness and customer loyalty, and a new set of tools to increase employee productivity. Firms in highly regulated industries face an even more complex set of challenges when considering how to approach the mobile space. Highly regulated industries have additional constraints for developing mobile software because of the additional layer(s) of regulation that dictate the protection and communication of information. It is important for these businesses to implement comprehensive security solutions that go beyond standard industry regulatory systems. Since regulations always lag behind technological advancement, organizations should think more proactively about how their actions might trigger future legislative responses and how their actions impact the user’s expectations of privacy and trust. Although there are risks associated with an organization’s increased use of mobile devices, the rewards that could flow from developing, implementing, and continuously iterating upon a coherent mobile strategy are enormous. In a Pew Research Center study, 63% of adult cell phone owners use their cell phone to go online, 34% said they do most of their internet browsing on their mobile phone. It would be detrimental to the long-term viability of an organization to ignore such trends. Traditional linear modes of developing strategy will not be sufficient or flexible enough to keep up with the rate of innovation in mobile hardware, software, and mobile operating systems. Design thinking has grown beyond just a methodology for developing software products and experiences and now a growing amount of managers are using design thinking as a means of developing business strategy. This non-linear mode of strategy development is better suited for building a mobile strategy as it will provide greater insight into the needs and desires of end users, foster innovative and creative solutions, and provide greater flexibility to adapt to the changing circumstances caused by the disruptive forces of the mobile revolution. This enables the Chief Information Officer (CIO) to provide greater leadership that leads to both internal and external innovative opportunities for mobile strategy development.

Open Innovation in the Public Sector – Challenge.Gov – Public Administration Review

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Ines Mergel and I have a paper accepted in Public Administration Review

Implementing Open Innovation in the Public Sector:
The Case of Challenge.Gov

As part of the Open Government Initiative (OGI), the Obama administration has called for new forms of collaboration with stakeholders to increase innovativeness of public service delivery. Federal managers can utilize Challenge.gov to crowdsource solutions from previously untapped problem solvers and leverage collective intelligence to tackle complex social and technical public management problems. We highlight the work conducted by the Office of Citizen Services and Innovative Technologies at the General Services Administration (GSA), the administrator of the Challenge.gov platform. Specifically, we feature the work of Tammi Marcoullier, Program Manager, Challenge.gov, and Karen Trebon Deputy Program Manager for Challenge.gov, and their role as change agents mediating collaborative practices between policy makers and public agencies in navigating the political and legal challenges within their local agencies. We provide insights into the implementation process of crowdsourcing solutions for public management problems as well as lessons learned designing open innovation processes in the public sector.

Plenary Address at the Western Intergovernmental Audit Forum

I will be delivering a plenary address at the 2013 Western Intergovernmental Audit Forum. The meeting will take place at the Tempe Mission Palms Hotel in Arizona, Sept 12-13, 2013. My talk titled, Emerging Technologies and the Future of Governance, will explore how technological innovations are changing how we design, implement, and manage, our governance mechanisms and public institutions. header

TechniCity – MOOC – A Vision for Smart Cities

coursera_logoWhile at Ohio State University, I recorded lectures for the TechniCity MOOC. This course is being offered by two of my colleagues, Jennifer Evans-Cowley, Professor and Associate Dean for Academic Affairs and Administration, City and Regional Planning Section, Ohio State University and Tom Sanchez, Professor, Urban Affairs and Planning, Virginia Tech. Check it out!

Speaking at the Society for Information Management’s Advanced Practices Council

headerI will be presenting my research on innovation and intrapreneurship to the Advanced Practices Council (APC) of the Society of Information Management. This presentation is based on my recent book, Intrapreneurship: Managing Ideas within Your Organization, and will take place in Atlanta, GA on January 22, 2013.

desouzabookAn organization’s ability to compete and continuously renew itself is contingent upon how well it leverages the idea creators in its midst. When organizations fail to leverage their employees' ideas and when employees stumble in their ability to effectively manage those ideas, the loss of energy at all levels – from individuals to organizations and even to society – is tremendous. In this presentation, I will outline how to drive change within organizations through a focus on intrapreneurship. Intrapreneurship-focused organizations give employees resources, time, and budgets to work on their own ideas because they know that creating space for their employees to be inventive may yield the most valuable contributions. Moreover, these organizations do not simply give employees space and then forget about them. They know how to hold employees accountable for their ideas, support employees in their efforts to develop and commercialize ideas, and encourage the intrapreneurial spirit. Drawing on my research and experience consulting with thirty global organizations, I outlines ways to manage all types of ideas, including blockbusters with the potential to create radically new external products and services, and more incremental innovations for improving internal processes. With practical frameworks and real life examples for both employees and managers, I will help you to identify the value in your own ideas and those of others to ultimately benefit your organization. In today’s competitive environment, an organization is only as good as its ability to manage ideas. Successful organizations will be able to design, build, implement, and sustain intrapreneurship processes that are superior to those of their competitors. It is through these processes that organizations will be able to act quickly and effectively to introduce new products and services, avoid blind spots, and attract and retain the best minds around.