I was interviewed on our Challenge.gov report to be released by the IBM Center for the Business of Government on “In Depth with Francis Rose" for Federal News Radio. The report will be released on September 4, 2012. To listen to the interview, please click: http://www.federalnewsradio.com/86/3012861/In-Depth-interviews---August-29
I will be speaking at the National Association of State Chief Information Officers (NASCIO) Leadership Summit on Oct 25, 2012 in San Diego, California. My talk will draw on my book, Intrapreneurship: Managing Ideas within Your Organization, and focus on how to lead through collaboration.
For more details on the event, please click here: -- NASCIO 2012 Leadership Summit
To have me speak at your event, please send me an email
Resilience is a term much bandied about these days in the planning and development professions. Buildings, plans, economies and even cities are expected to be resilient to unforeseen externalities in a world of rapidly changing technologies, climates, and cultures. With this in mind, we at the Metropolitan Institute at Virginia Tech would like to engage you, the planning and development community, in a discussion of what exactly it means to be resilient in a planning context, whether this is a laudable goal, and, if so, how we can achieve it. To read more, please click here.
Kristen Lau (University of Oxford) and I have a paper accepted for publication in Intelligence and National Security. Kristen was my graduate student at the University of Washington and is now pursuing a doctoral degree at Oxford. We began studying information management failures associated with nuclear non-proliferation efforts in 2009. We presented an early version of the paper at the Centre for Science and Security Studies (CSSS) at King’s College London.
Abstract: Intelligence is a critical component for all counter-proliferation activities. It allows us to assess and determine what makes up the current threat environment in terms of the proliferation of nuclear weapons and technology. The intelligence process as it relates to estimating nuclear capabilities or intentions is wrought with many challenges and complications. The denial and deception techniques employed by states running covert weapons programs and the dual-use nature of many weapons components create many difficulties for intelligence organizations. Additionally, illicit transnational networks obscure the situation further by serving as a source, for both nation states and non-state actors, for acquiring dual-use commodities and technologies. These challenges can lead to the miscalculation of a state’s capabilities or intentions. This paper presents a comparative analysis of three cases of nuclear proliferation: India’s 1998 nuclear tests, the exposure of the AQ Khan network, and Iran’s nuclear program. We examine the lessons learned and propose recommendations for future counter proliferation policy and strategy.
You might find our other paper of interest. It was published in the International Journal of Public Administration.
I had a wonderful time exchanging ideas with policy makers, researchers, practitioners, and even students at the NSF Workshop on Participatory Challenge Platforms with a Public Intent put on by the Center for Policy Informatics at Arizona State University. My formal remarks during the workshop drew on research results from our study of Challenge.gov. Since the workshop, I have heard from over 30 managers across the public, non-profit, and even private sectors for copies of the draft report. The feedback on the findings has been overwhelmingly positive. I hope to have a revised draft out for circulation by the end of the month.
See for a press release on the events in D.C. - "ASU Concludes White House Initiative in Nation's Capitol," ASU News, June 12, 2012.
I have just completed the first draft of my report on the Challenge.gov platform. This paper has been a few months in the making and builds on my recent work in community intelligence platforms, citizen apps, and innovation in the public sector. To receive a copy of the report, please send me an email.
Challenge.Gov: Landscape Analysis and Implications from the Citizen and Agency Perspective
To solve complex social and policy challenges we need to broaden the conversations, involve more minds and talent, and collaborate effectively and efficiently. Traditionally, public agencies have felt the burden to tackle challenges by relying on their own internal intellectual capital or through structured contracting with external partners. Seldom could an individual citizen share his or her talent, expertise, and skills with a public agency directly. Today, public agencies are becoming more participatory, inclusive, and transparent in how they engage with citizens as well as with each other. Challenge.gov is the crowdsourcing platform for US federal agencies that seek to engage citizens, leverage collective intelligence, and tackle complex social and technical challenges. In this paper we report on an exploratory landscape analysis of the competitions run on Challege.gov. We interviewed citizens who took part in competitions on Challenge.gov as well as public managers and government executives to understand their motivations, experiences, lessons learned, and future plans. Drawing on these interviews, we arrive at a set of actionable guidelines presented through implications to improve the state of competitions hosted by Challenge.gov.
Acknowledgments: This project was made possible through funding received from the IBM Center for the Business of Government. Tim Moon and Akshay Bhagwatwar served as research associates for the project. I am grateful to the assistance provided by Eric Park and Lauren Bulka during the project. I also thank all solution contributors to challenges and public managers who designed challenges that participated in our interviews. All errors and omissions are solely my responsibility. I acknowledge the thoughtful discussion and comments from participants at the NSF Workshop on Participatory Challenge Platforms with a Public Intent. The views represented in this paper are our own, and do not represent official positions of IBM, any of its affiliates, or the NSF.
Information technologies have a critical role to play in advancing sustainability of our organizations, communities, cities, and nations. In the recent issue of PM Magazine (Vol. 94, No. 5, June 2012), Joe Schilling, Associate Director of the Metropolitan Institute, have a piece that looks at how local sustainability planning and the creative use of information technologies to build sustainable living spaces. Please click here to read the article.
Developer: Dean Jenkins
Bio: Dean holds an Executive MBA degree from the University of Washington. Prior to establishing PapayaHead, Inc. in 2006, Dean spent 14 years working as an Enterprise Software Program Manager at Intel Corporation. In addition to his work at PapayaHead, he serves on the Pastoral Staff at Mountain View Church in Tumwater, Washington.
App in Focus: PapayaHead
Federal Citizen App Program: Department of Agriculture’s “Apps for Healthy Kids”
Recognition: 2nd Place
Description of the app: PapayaHead is a family meal planning website and app that allows family members to fill out a unique and individual profile of food preferences. Logging things such as likes and dislikes, as well as allergies and other nutritional requirements. From these profiles, a family can build meal plans for the day which display the nutritional value of their meals and its impact on their profiles. In addition, the plans, recipes and shopping lists may be printed.
Who is the app intended to serve: Families and individuals looking to coordinate and plan their meals.
Why was the app developed: The initial motivation was for a website application to meet his own meal planning needs for his family. He always had the desire to be an entrepreneur and start his own company. Dean saw this as a business opportunity to do something he cares about and start a successful business.
The application was not developed for the contest. It was already under development. A registered dietician on their team heard of the contest and recommended they participate since they met the challenge’s criteria.
Examination of other apps: The team looked at what was available like Jenny Craig, they found that nobody was doing what they were specifically proposing to do. Other programs were doing bits and pieces, but not exactly what they were trying to build.
How was the app developed: They spent 2 years planning (benchmarking and functionality), and came up with the functional requirements that answered what they would want to be able to do with it. The PapayaHead team worked with an offshore development firm to build the web app, but due to communication issues and other complications, the app turned out to be more of a prototype. However, through the process they learned about things they hadn’t considered before. In addition, to technical roadblocks, they also had to pause development a couple times to fund raise, primarily from friends and families.
He launched a beta version in 2009 to gathered user feedback and addressed necessary changes. The app did a full launch in 2010. This app was a web-based application. They do have a derivative product that uses the main engine on their web app which was recently launched.
Communication of app availability: They started out using word of mouth to share their product. They sent emails to ask others to look at PapayaHead, to provide feedback, and to share it with others. They did some small Facebook ads, but did not spend much on a major marketing push and relied on word of mouth.
Issues of privacy: The best way to ensure the privacy and security of users is to limit the data they collect. All large organizations have breaches of security, so there really is no system that’s 100% safe from a breach. They just limit the data they collect in order to better protect their users. They do have system protections in place like firewalls. Within the application, rather than ask for sensitive things directly such as, “Do you have any heart diseases?” they would ask, “Do you want a healthy heart?”.
Realization of original goals: They would like to see more users on their site. They were hoping the site would go viral on its own, but unfortunately this hasn’t been the case. They have more features they want to add, but it’s a slow and gradual process.
Overall Challenge experience: In sum, Dean noted it was enjoyable to go to DC, but it would have been better to see the First Lady Michelle Obama there since she sponsored it. They were hoping to be able to get a picture with her it would have enhanced their experience.
Advice for federal agencies:
- After looking at other challenges, these challenges aren’t something an entrepreneur is able to take too seriously because the prizes and amount of effort going into most of these isn’t significant. Right now it seems more directed towards hobbyists and enthusiasts. It’s hard for someone who is looking to turn this into a serious business to take these challenges seriously.
- Some winners may want to take things further and turn their thing into a company. It would be more beneficial for the challenges to have the goal of helping their winners build companies that continue to tackle these problems if they so choose. It would be better putting together a larger prize because the current prize offerings for most challenges aren’t something you can gain much from. Even better, would be to provide connections and mentoring to build a business. Something similar to GE’s challenge.
- The only feedback they received from the challenge was being informed that they had won 2nd place in the challenge. People like Steve Wozniak and Mark Pincus were among the judges for the challenge, but they did not interact with them at all. It would have been extremely beneficial to receive feedback from them or, even better, have a chance to talk with them and others, such as venture capitalists.