b'From the Editors Desk Pamela Isom, Director, Artificial Intelligence and Technology Office, U.S. Department of Energy emphasizes the critical importance of pursuing an ethical and trustworthy application of artificial intelligence. It is the mission of this office, explains Isom, to transform the department into a world-leading AI enterprise by accelerating research, development, delivery, demonstration, and adoption of responsible and trustworthy AI. She provides her insights into the mission and purpose of the office she leads, discusses the importance of responsible and trustworthy AI, and highlights her key priorities.Kate Kelley, Chief Human Capital Officer, Army Futures Command (AFC) understands that the workforce is the foundation of AFCs success. It focuses specifically on forging future readiness. Its stated mission is to make sure soldiers have what they need, before they need it, to protect tomorrow today. AFC is charged with doing what some may consider impossible, and that is predicting the future, explains Kelley. She outlines the AFC human capital strategy, its efforts to attract, reskill, and retain the right talent, and ways it is working to transform organizational culture. Caroline Kuharske, Acting Chief Data Officer, Defense Information Systems Agency (DISA) is charged with building a holistic approach to the management of data, merging silos, and deriving value from those data assets that are the lifeblood of her agency. DISA is considered the nations premiere IT combat support agency. We have supported and enhanced, explains Kuharske, the overall communication infrastructure at a global scale to support the warfighters. She describes the mission of her office, the agencys evolving data strategy, and details insights into how DISA is leveraging data as a strategic asset.Stacy Marcott, senior official performing the duties of the Chief Financial Officer, U.S. Department of Homeland Security (DHS) underscores that DHS must be good stewards of taxpayer dollars. To do that, the department continues to modernize its financial management systems. Our financial management strategy has four core goals, describes Marcott, to be a workplace of choice, revolutionize business practices and systems, allocate resources based on mission requirements and priorities, and provide evidence that we are good stewards of taxpayer money. She shares her insights into the DHS financial management strategy and its financial systems modernization journey.Perspective on Leading through Uncertain TimesMy goal each week on The Business of Government Hour is straightforward: to interview key government executives and thought leaders who are tackling significant challenges and seizing opportunities to lead. To complement these examples of leadership in action, the show also highlights the practical, actionable research done by some of the most recognized and respected thought leaders. It is from this rich library that I draw on the insights from five authors I have had the pleasure of interviewing over the last several years. These authorsBob Rosen, Jacqueline Carter, Chester Elton, Michael Canic, and Margaret Heffernanhave helped me recognize and understand that leaders benefit from being grounded, mindful, grateful, and ultimately, ruthlessly consistent in everything they do. This perspective ends with a focus on leadership as a creative act. 8 www.businessofgovernment.org The Business of Government'