A recent Government Executive article by Ed O’Brien, an associate professor at the University of Chicago’s Booth School of Business, observes that “people assume they can and will use more information to make their decisions than they actually do, according to the research.”
[Pictured Left:The Roundtable brought together leaders from the EU, NATO, DHS, State Department, and other stakeholder and EU member state officials.]
The Brussels discussion focused on how the the EU and other European organizations and member states can work the Department of Homeland Security, Department of State and other US agencies, to best enable a trusted environment for sharing information.
D. Robert Worley, Senior Fellow of Johns Hopkins University’s Center for Advanced Governmental Studies and Fellow of the National Academy of Public Administration, has been involved in the study and practice of American national security since 1967.
D. Robert Worley, Senior Fellow of Johns Hopkins University’s Center for Advanced Governmental Studies and Fellow of the National Academy of Public Administration, has been involved in the study and practice of American national security since 1967. His analytic career began at RAND’s Strategy Assessment Center and continued at the Institute for Defense Analyses’ Joint Advanced Warfighting Program.
Within OMB, there is an active effort to catalyze agencies to develop and undertake a series of evidence and evaluation initiatives in ways that they can learn from each other and so they can quickly leverage promising practices.
OMB’s guidance to agencies on the development of their FY 2015 budgets promises that “OMB will issue a separate memo at a later date that encourages the increased use of evidence and evaluation, including rigorous testing of innovative strategies to build new knowledge of what works.” This encouragement comes on top of a foundation already under development in many agencies.
The Famine Early Warning System is an interagency network among federal agencies and the United Nations that began in 1985, using scientific data to target about $1.5 billion in food aid from the U.S. Agency for International Development (USAID) to those who need it most. Participating federal agencies include the U.S.
While data can be used externally for accountability, it can also be used internally to predict and prevent these kinds of incidents.
These days, more detailed, near real-time data can be collected because of improvements in technology and new reporting systems. However, these more detailed data – if not well-explained and put in context -- can alarm the public and cause political problems, even while improving performance. Recent examples include:
Dr. Thomas Davenport, in a recent Harvard Business Reviewarticle, says “Some of us now perceive another shift, fundamental and far-reaching enough that we can fairly call it Analytics 3.0.” What does this mean for leaders of large organizations?
The Three Phases of Analytics. Davenport writes that the field of "analytics" has evolved over the past 60 years in three phases: