As a Consulting Associate at Arc Aspicio, I provide expertise and insight to help clients solve difficult problems. To be successful, a consultant does not need only to be a subject matter expert on their client’s industry and needs - though this often ends up happening over time.
So often, senior leaders must communicate their strategic and simple vision in a world of growing complexity. They must make decisions – and frequently explain them – based on an enterprise view of their data. It’s getting easier to do this these days through data visualizations and infographics that speak to specific employee and stakeholder audiences. Design+Data is what we call it at Arc Aspicio.
With an exponential increase in the types and quantities of data, organizations need defined strategies and techniques to manage data as an enterprise asset. To create enterprise-wide use of data, a Chief Data Officer (CDO) needs a clear data agenda for leadership and the whole organization to address current and future needs. CDOs should follow this six-part data plan to achieve short term capability gains and plot a path to greater enterprise data maturity.
We tell ourselves, our coworkers, and our kids to at least try before saying “I can’t.” So, what happens when we are presented with an urgent challenge that, on paper, just seems impossible? The resources, the budget, and the schedule might just not add up.
Cybersecurity, managing and protecting computer systems from attacks, is evolving just as quickly as the techniques hackers use to cause damage. Historically, the public and private sectors believed that stronger technology and more advanced computer systems alone were enough to prevent attacks. As new trends emerge and the technologies used to both conduct and prevent hackings improve, cybersecurity strategies must remain agile, trying new tactics to counter changing threats.
With the increased frequency and sophistication of cyber-attacks worldwide, companies and executives are becoming frustrated with a traditional focus on defensive tactics. As a result, some private sector actors are taking a more active role in cybersecurity by “hacking back” – hacking against the very groups that are attacking their systems in retaliation or to retrieve stolen data. As hacking back rises in popularity, it is important to consider a number of political and legal issues and the risks to counter-terrorism efforts.
Since I first learned about the Ctrl+C and Ctrl+Z keyboard short cuts in elementary school, I have been addicted to experimenting with new technologies that can improve productivity and innovation. It’s incredible to see a steady stream of new business products arrive into the mass market and bring exponential increases in productivity and innovation.
To keep up with the fast pace of change in the field of Government acquisitions, Department of Homeland Security (DHS) components are developing their own acquisition requirements (AR) policies. However, without specific timeframes to finalize these policies, DHS agencies often lack guidance on how to develop ARs. Among DHS agencies, the U.S. Coast Guard is leading the way with their own formal policy to describe this process. To compliment the U.S. Coast Guard’s policy, DHS created the Joint Requirements Integration and Management System (JRIMS) to offer direction for agencies—to review, validate, and suggest solutions for capability gaps and requirements.
Doing work for the Federal government is like steering a large ship through the waters—a ship sailed by multiple teams made up of a diverse set of individuals. The ability of these individuals to work together determines whether or not the ship makes it to its destination.
When a hurricane hits, people think about disaster planning. But most of the time, hurricanes or natural disasters feel like they apply to other people.
I was a contracting officer representative (COR) during most of my 11 years at FEMA, and during that time I became very familiar with Federal Acquisition Regulations (FAR) which provide expansive guidance on acquiring services and products. One thing the FAR cannot tell CORs is how to identify which vendor has the culture that best fits their organization.
A senior Government leader once said, “Doing it differently and thinking from a different perspective is the only way we’re going to make progress.” I couldn’t agree more with this individual, who has a ton of experience in acquisition and problem solving—and that is why we are learning by doing in Peer Groups at Arc Aspicio.
Design Thinking is on the rise in the business world. Design Thinking leaders focus on creating the best product for their clients and working with the experiences and insight of fellow coworkers. Some of the key characteristics of Design Thinking leaders present themselves in individuals who are open and subject themselves to vulnerability with clients and coworkers. These qualities help leaders to connect and build relationships with others. They also create an open flow of communication that allows for others to better share their knowledge to align with and understand the company's mission.
