Month: May 2016

How to be a ‘Start-Up City’

Start-Up CityFormer Chicago and District of Columbia transportation head Gabe Klein highlights eight lessons leaders should follow when building innovative approaches to better cities in his book “Start-Up City.”

These include accepting failure, managing by metrics, budgeting creatively, always believe there’s a way, focus (aggressively) on marketing, branding and communications, cultivate public-private relationships, plan for external disruption and how to address them when they arise.

He also addresses the importance of regulatory hacking for disruptive entrepreneurial ventures.

Much of the anecdotes are transportation-heavy, leaning on Klein’s background, and at times it reads like a personal pitch for him to be the next U.S. Department of Transportation secretary (he should be), but it’s still a great playbook that encapsulates how to unify a team, change expectations and, as he says, “get sh*t done.”

Key quote:

I have written this book to inspire the next generation of “public entrepreneurship,” a start-up paced energy within the public sector, brought about by leveraging the immense resources at its disposal. At the same time, we need corporate America, and start-up America, to embrace “social enterprise,” working for the common good, as their primary objective versus external shareholder wealth. Combining both of these into “social entrepreneurship” allows us to move beyond public and private silos and focus on using our collective energy to solve the world’s problems, regardless of your vantage point or chosen profession at the moment. To be successful in business in cities today, you need to align your goals and values as much as possible with those of city government and citizens as opposed to with profit alone. Such entrepreneurship has the potential to engender the next level of public-private partnership and give rise to new models of shared financial reward working in the interest of the greater good.

Listen to Klein’s interview with ELGL on the GovLove podcast:

“Start-Up City” on Amazon

Regulatory hacking

The idea of regulatory hacking — “combining public policy and alternatives to traditional marketing for startups to successfully scale in the next wave of the digital economy” — is important for new companies interested in changing energy, healthcare and especially government itself to understand.

Sonal Chokshi has a terrific a16z podcast interview with Evan Burfield, co-founder and co-CEO of D.C.-based global incubator 1776, that discusses the concept and strategy behind its effective execution.

“Think right now,” says Burfield. “Who’s is the most iconic entrepreneur in Silicon Valley, the one all the kids these days are aspiring to? It’s Elon Musk. Every one of his businesses is based on a regulatory hack.”

The idea, first socialized by Burfield in 2014, is that, in order to be successful, startups must create strategies, either integrative or combative, to deal with regulatory and policy issues. Key examples are Airbnb and Uber.

“At 1776, we believe that regulatory hacking is the best way to disrupt entrenched industries,” and writes co-founder and co-CEO Donna Harris. “Regulatory hacking means using the system to your advantage to drive scale, exerting outside influence on the system by engaging the public, or doing a complete end-around the system to force change from the outside. Fascinatingly, it’s a strategy big companies and trade groups have mastered and expertly used to their advantage for decades.”

Slides:

Listen to “The Art of the Regulatory Hack“:

Hacking for Defense (Week 7)

We just held our seventh week of the Hacking for Defense class. Now with over 750 interviews of beneficiaries (users, program managers, stakeholders, etc.) almost all the teams are beginning to pivot from their original understanding of their sponsor’s problem and their hypotheses about how to solve them. Minimal viable products are being demo’d to sponsors and sponsors are reacting to what the teams are learning. This week teams figured out how to measure mission achievement and success, and our advanced lectures were on activities, resources and partners.

(This post is a continuation of the series. See all the H4D posts here. Because of the embedded presentations this post is best viewed on the website.)

Why Innovation in Government Is Hard

As we spend more time with the military services, commands and agencies it’s apparent that getting disruptive innovation implemented in the DOD/IC face the same barriers as large corporations (and a few more uniquely theirs.)

The first barrier to innovation is the Horizon 1 leadership conundrum. In corporations, the CEO and executives have risen through the ranks for their skill on executing existing programs/missions. The same is true in most DOD/IC organizations: leadership has been promoted through the ranks for their ability to execute existing programs/missions. By the time they reach the top, they are excellent managers of processes and procedures needed to deliver a consistent and repeatable execution of the current core mission (and typically excellent political players as well.)

These horizon 1 leaders are exactly who you want in place when the status quo prevails – and when competitors / adversaries react as per our playbook.

To these Horizon 1 leader’s, innovation is often considered an extension of what they already do today. In companies this would be product line extensions, more efficient supply chain, new distribution channels. In the DOD/IC innovation is often more technology, more planes, more aircraft carriers, more satellites, etc.

This “more and better” approach works until they meet adversaries – state and non-state – who don’t follow our game plan – adversaries who use asymmetry to offset and degrade our technological or numerical advantages – roadside bombs, cyberattacks, hybrid warfare, anti-access/area denial (A2/AD), etc.

disruption by adversaries

History tells us that what gets you promoted in peacetime causes you to lose in wartime.

When Horizon 1 leaders set up innovation groups the innovators at the bottom of the organization start cheering. Meanwhile the middle of the organization strangles every innovation initiative.

Why? Most often four points of failure occur:

  1. Horizon 1 leaders tend to appoint people who they feel comfortable with – Horizon 1 or perhaps Horizon 2 managers. This results not in innovation, but inInnovation Theater – lots of coffee cups, press releases, incubators and false hopes, but no real disruptive changes. Horizon 3 organizations require Horizon 3 leadership (with Horizon 1 second in command.)
  2. There needs to be effective communication about what being innovative means to different parts of their organizations as well as defining (and enforcing) their expectations for middle management. How do middle mangers know how to make trade-offs between the efficiency requirements of their Horizon 1 activities and the risks required of a Horizon 3 activity?
  3. They have to create incentives for middle management leaders to take on horizon three ideas
  4. They have to change the metrics across the entire organization. If not, then the effectiveness of the Horizon 3 effort will be graded using Horizon 1 metrics

Secretary of Defense Carter’s recent pivot to place the DOD’s innovation outpost –DIUx directly under his supervision after 8 months is a great example of a leader enforcing his expectations about innovation.

In peacetime Horizon 3/disruptive groups need to be led by Mavericks, sponsored and protected by Horizon 1 leadership. It is this group, challenging the dogma of the existing programs, who will come up with the disruptive/asymmetric offset technologies and strategies.

both types of leadership 2

BTW, history tells us that in war time the winners filled this innovation role with people who make most Horizon 1 leaders very uncomfortable – Churchill in WWII, Billy Mitchell, Oppenheimer on the Manhattan Project, Vannevar Bush at the OSRD, John Boyd, etc.

More next week on innovation and the intransigent middle. Now back to the class.

Team presentations: Week 7

In a company you know you’ve been successful when you generate revenue and profit. But in the military success has different metrics. This week the teams’ assignment was to understand what Mission Achievement and/or Mission Success looked like for each of their sponsor organizations and each of the beneficiaries inside that organization.

Later in the class some of the team will realize they can build “dual-use” products (building their product primarily for civilian use but also sold to the military.) In those case revenue will become an additional metric.

Understanding how to measure mission achievement/success for each beneficiary is the difference between a demo and a deployed solution.

Sentinel initially started by trying to use low-cost sensors to monitor surface ships for their 7th fleet sponsor in a A2/AD environment. The team pivoted and has found that their mission value is really to enable rapid, well-informed decisions by establishing a common maritime picture from heterogeneous data.

Sentinel displayOn Slide 4-5 the team continues testing their hypotheses via customer discovery. Note that they plan a trip to San Diego to visit the customer. And they realized that an unclassified proxy for their data is the IUU fishing problem. (With a great assist from theState Departments innovation outpost in Silicon Valley.) Their Minimum Viable Product can be seen on slides 12-16 using this illegal fishing data.

Slide 10 summarized what mission achievement would look like for three beneficiaries in the 7th fleet.

If you can’t see the presentation click here

Capella Space started class believing that launching a constellation of synthetic aperture radar (SAR) satellites into space to provide real-time radar imaging was their business. Now they’ve realized that the SAR data and analytics is the business.  Then the question was, “For whom?”

In slides 4- 11 they describe what they learned about illegal fishing in Indonesia (Thanks again to the State Departments innovation outpost.) But the big idea on slide 12 – 13 is that Capella has pivoted. The team realized that there are many countries that want to detect boats at night. And most of the countries of interest are located in the equatorial belt. Slide 14 is their rough outline of mission achievement for the key agencies/countries.

Interesting to note that Capella Space and Team Sentinel seem to be converging on the same problem space!

If you can’t see the presentation click here

NarrativeMind is developing tools that will optimize discovery and investigation of adversary communication trends on social media, allowing the U.S. Army Cyber Command (ARCYBER) and others to efficiently respond and mitigate threats posed by enemy messaging.

In slide 4 the team provided a textbook definition of mission achievement. They specified what success looks like for each of the beneficiaries inside of their sponsor,ARCYBER. In slide 5 they broadly outlined mission achievement for three private sector markets.

In slides 6-9 they plotted all the potential adversary communication trends on social media problems, and in slide 7 overlaid that problem space with existing commercial solutions. Slides 8 and 9 show the problems not yet solved by anyone, and slide 9 further refines the specific problems this team will solve.

NarrativeMind further refined their Minimal Viable Product to product/market fit in Slides 11-16.

If you can’t see the presentation click here

Aqualink started the class working to give Navy divers in the Naval Special Warfare Group a system of wearable devices that records data critical to diver health and safety and makes the data actionable through real-time alerts and post-dive analytics. A few weeks ago they pivoted, realizing that the high-value problem the divers want solved is underwater 3-D geolocation.

Slide 2, John Boyd and the OODA Loop (finally!) makes an appearance in the class. (The OODA loops and the four steps of Customer Development and the Lean Methodology are rooted in the same “get of the building/get eyes out of your cockpit” and “speed and urgency” concepts.) In Slides 5-7 Aqualink’s two versions of their Minimum Viable Product are beginning to be outlined and in Slide 8, the team passed around physical mockups of the buoy.

If you can’t see the presentation click here

Guardian is trying to counter asymmetric threats from commercial drones for the Army’s Asymmetric Warfare Group.

The team certainly got out of the building this week. In between their classes they flew to the east coast and attended the Army’s Asymmetric Warfare Drone Demo-Day at Fort A.P. Hill in Virginia. They spoke to lots of vendors and got a deep understanding of currently deployed tactical drones.

Slides 5-9 show their substantial progress in their Minimal Viable Product as they demo’d advanced detection and classification capabilities. They are beginning to consider whether they should pivot to become a drone software platform.

If you can’t see the presentation click here

Right of Boom is trying to help foreign military explosive ordnance disposal (EOD) teams better accomplish their mission.  Now they are developing systems, workflows, and incentives for allied foreign militaries with the goal of improved intelligence fidelity.

This week the team was actually able to talk to a key beneficiary on the front lines overseas. What they discovered is that the JIDA current technical solutions, if combined, will provide a solution of equal quality to standalone development in a shorter timeframe.

On slide 4 they outlined their Mission Achievement / Success criteria for the key JIDAbeneficiaries.  Slide 9 continued to refine their understanding of the tradespace.

If you can’t see the presentation click here

Skynet is using drones to provide ground troops with situational awareness – helping prevent battlefield fatalities by pinpointing friendly and enemy positions.

Mission achievement on slide 2 needs a bit of explanation; the team has met and exceeded their basic goals to reach: 80% accuracy on target identification. FromSOCOM’s perspective the team has achieved their initial mission. Now Skynet has moved beyond their original scope into an interesting area. Slide 9 and 10 show their further refinement of buy in- for SOCOM and the Border Patrol.

If you can’t see the presentation click here

Advanced lecture

Activities, Resources and Partners

Pete Newell presented the advanced lecture on Activities, Resources and Partners.

Activities are the expertise and resources that the company needs to deliver the value proposition. Resources are the internal company-owned activities. Examples are a company-owned manufacturing facility, big data or machine learning engineers, DOD proposal writers, venture capital, etc. Partners are the external resources necessary to execute the Activities. i.e. outsourced manufacturing, system integrators, etc.

If you can’t see the presentation click here

Lessons learned

  • History tells us that what gets you promoted in peacetime causes you to lose in wartime
  • Teams are making substantive pivots on their understanding of the real sponsor problem and pivoting on their proposed solution
  • Understanding how to measure mission achievement/success for each beneficiary is the difference between a demo and a deployed solution

500 Startups opens its doors to (better) government technology

Department of Better TechnologyThe Department of Better Technology was one of 42 companies accepted into the latest round of the highly-regarded 500 Startups accelerator program, a “4-month curriculum of customer acquisition coaching, fundraising training, and access to 500’s massive ecosystem.”

According to 500 Startups, this round focuses on business-to-business and beauty and fashion startups.

DOBT makes it easier to create elegant forms, particularly around workflow, and collect data internally, and is the only (and first) company accepted into the program that services government specifically.

“A small handful of keen investors have recognized and supported companies working in this space,” writes DOBT CEO Joshua Goldstein. “However, getting into 500 Startups is another signal that the VC community as a whole is starting to take GovTech more seriously, and that our customers don’t just represent iconoclasts and outsiders, but are part of a seachange in how people in government are thinking about and purchasing software to help them get things done.”

Patronus solves John Oliver’s 911 issue

Patronus

Last Week Tonight’s feature segment focused on antiquated 911 technology, particularly its inability to leverage mobile geolocation and effectively pinpoint a caller’s whereabouts from his or her cellphone.

“911 losing valuable time simply because dispatchers have trouble determining your location is not unusual,” says host John Oliver.

Fortunately, there’s an app for that.

Patronus (formerly Bluelight) is a free, consumer-focused 911 app (available on Android or Apple) that routes emergency calls to the closest dispatcher. Current features provide caller name and location (address and GPS latitude/longitude) and will immediately notify key personal contacts. Future features include date of birth, health conditions, emergency contacts, medications, real-time location and caller photograph.

According to Oliver, more than 240 million 911 calls are made each year, with up to 80 percent coming from wireless devices.

He cites a Federal Communications report that “location accuracy improvements … could save approximately 10,120 lives annually.”

Watch Oliver’s segment and download Patronus:

Superpublic wants to supercharge municipal government innovation

City Innovate CEO Kamran Saddique

City Innovate CEO Kamran Saddique

Earlier this week, the City Innovate Foundation was joined by San Francisco Mayor Ed Lee, U.S. General Services Administration Administrator Denise Turner Roth and the U.S. Department of Commerce to announce a first-of-its-kind Innovation lab to solve urban problems and scale solutions at 50 United Nations Plaza — the birthplace of the U.N.

The 5,000 sq. ft. lab Superpublic unites under the same roof for the first time innovation teams from the private industry, federal, state and city government agencies and from universities. City Innovate Foundation staff will coordinate the activity of member organizations and put on programming that builds capacity among members to solve problems, prototype solutions and create innovative approaches to policies that accelerate change.

City Innovate CEO Kamran Saddique sat down with GovFresh to share how Superpublic will work and what’s next for the innovation lab down the hall from 18F.

Give us the 140-character elevator pitch.

Superpublic is a platform for public, private, and non-profit sectors to work together to address the most pressing challenges facing cities.

What problem(s) does Superpublic solve for government or residents/citizens?

To start, we expect to work on three main problems:

Digital services in government: More than ever before, residents now expect services to be available online. The development of new digital services is an opportunity to rethink how we deliver services to ensure every resident has the access they need. The City of SF is looking to replicate the success of 18F and U.S. Digital Service to create new teams within their respective organizations

Smart cities: How we move ourselves and goods around is rapidly changing. We can either embrace and shape these changes or be at the mercy of them. San Francisco has chosen to lead the way by putting people first in developing safer, more equitable and innovative solutions to transportation challenges. The City of SF is working with DOT, DOE, and DOC on advancing smart cities in San Francisco and nationally – specifically on mobility in the near term.

Performance-based procurement: How do we make sure that the money spent by the government delivers tangible results? How can we use procurement terms to cut cycle time and/or improve quality? We will work to advance innovative financing models to increase impact and accountability.

What’s the story behind starting Superpublic?

We were inspired by the example of the Superpublic lab in Paris, which was opened in November 2014 by the 27e Région and a group of innovation professionals (Plausible Possible, Care and Co, Counterpoint), with the City of Paris, the French National State (SGMAP), and a public bank called Caisse des Dépôts.

For us, Superpublic means providing a workspace where city, state, and federal agencies can come together and work on problems facing the Bay Area. San Francisco, Oakland and San Jose are all expected to benefit from the work of Superpublic as are agencies that operate at the county, state and federal level.

Superpublic provides space, curates programming, convenes summits, roundtables, and training programs to build capacity so that all parties to the lab (government, private companies, non profits, universities) can work together better.

Superpublic will open its doors July 2016.

What makes Superpublic different than other innovation labs?

Across the globe, cities look to San Francisco as the “innovation capital of the world” – to quote San Francisco Mayor Ed Lee. This is the first innovation lab set up by a city government to solve problems prioritized by the city.

The lab, managed by the San Francisco Mayor’s Office of Civic Innovation, GSA and City Innovate Foundation will break down silos between different layers of government. Superpublic will bring together multiple layers of government in the same location and act as a catalyst for product and service development to drive more responsive and efficient government. Solutions that come out of the Lab will get commercialized by City Innovate Foundation with the objective to be scaled to other cities in the City Innovate Foundation network.

What will a typical day will look like at Superpublic?

The day starts off with a morning coffee session in the community area where new members introduce themselves and open discussions can take place to ensure communication flows freely between representatives from different organizations.

The project teams have dedicated team work spaces which they can configure to their needs to execute their tasks within the overall milestone-based project management method based on Lean Startup for the process and Scrum for technical development work.

The Superpublic Steering Committee through city/state and federal agencies have sourced a list of problem sets through their constituents which get narrowed to a focused list of 3 or 4 problems. These are explored by a taskforce led by City Innovate for a screening process for approval by the Steering Committee. Upon approval, representatives from lead cities, academic, and industry prepare the proposed projects for financial feasibility and scalability to other cities in the U.S.

This now includes formulating the city problem to be solved, developing a user narrative, mapping out the relevant ecosystem, and key skills needed in a project team as well as an estimation of project timeline, cost and possible funding of the effort.

The afternoon will have delegations visiting from other cities to exchange on city problems and discussions how the Superpublic model could be applied to their cities. The approved projects are kicked off by the team taking over their dedicated working space, being celebrated by everybody from the other teams, partners and City Innovate Foundation.

I’m part of an organization that wants to become a member of the Lab, what should I do?

Send an email to concierge@cityinnovate.org stating your name, your organization’s name, and the nature of your interest. A phone number is helpful.

How can those interested connect with you (website, Twitter, Facebook, email, etc.)?

You can learn more about Superpublic at www.cityinnovate.org/superpublic and on Facebook and Twitter.

Government vendor as an ‘open organization’

Earlier, I wrote about the book “Open Organization” and, via a post originally published on ProudCity, wanted to share my extended thoughts on how this applies to government vendors in the context of the work I’m doing there.

Open is at the core of ProudCity.

As government service providers, it is our duty to ensure cities get the most sustainable, flexible technology available, so that they can best serve their residents, businesses and visitors.

We will do this by following the ethos of what Red Hat CEO Jim Whitehurst calls the “open organization.”

In his book, “The Open Organization,” Whitehurst outlines a framework for the open organization, one that applies to both government and companies, likeProudCity, that solely serve the public sector:

An “open organization” — which I define as an organization that engages participative communities both inside and out — responds to opportunities more quickly, has access to resources and talent outside the organization, and inspires, motivates, and empowers people at all levels to act with accountability. The beauty of an open organization is that it’s not about pedaling harder, but about tapping into new sources of power both inside and outside to keep pace with all the fast-moving changes in your environment.

As an open organization with a strong purpose and sense of openness (through collaboration, open source and open data), ProudCity is able to give cities ultimate freedom when it comes to digital services.

By doing this, we’re able to move beyond the traditional — often unpleasant — relationship between government and the private sector and truly empower public sector leaders to respond proactively and keep pace with the fast-moving world of technology.

Purpose

The only way the cities we serve will be different tomorrow is if our purpose is open.

Whitehurst emphasizes the importance of purpose and passion in an open organization, citing “Conscious Capitalism” by Whole Foods CEO John Mackey and Babson College professor Raj Sisodia:

Business has a much broader positive impact on the world when it is based on a higher purpose that goes beyond only generating profits and creating shareholder value. Purpose is the reason a company exists. A compelling sense of higher purpose creates an extraordinary degree of engagement among all stakeholders and catalyzes creativity, innovation, and organization commitment … Higher purpose and shared core values unify the enterprise and elevate it to higher degrees of motivation, performance, and ethical commitment at the same time.

And from “Collective Genius”:

Purpose is often misunderstood. It’s not what a group does, but why it does what it does. It’s not a goal but a reason — the reason it exists, the need it fulfills, and the assistance it bestows. It is the answer to the question every group should ask itself: if we disappeared today, how would the world be different tomorrow?

At ProudCity, our purpose is to enable cities to stand up and scale digital services quickly and cost-effectively. We never want to see a city locked into a proprietary or monolithic platform that quickly becomes stagnant or that they’re stuck with for years because there’s no easy way out.

Collaboration

Collaboration is fundamental to our technology and how we operate internally and externally.

At our GitHub organization, all of our repositories are public and freely available for download and re-use. Anyone who would like to collaborate with us, whether you’re a developer contributing code or a customer with a feature idea or bug to report, can do so via the respective repo issues feature.

Soon, we will make our product roadmap public, where others will have full visibility into upcoming features and can give feedback to help us better prioritize.

We will also do this for the resources we provide, allowing others to contribute and collaborate, helping us build on these and make them better for everyone.

Open source

The ProudCity platform is based on open source technologies, from WordPress andCalypso for the platform and content management systems, to Bootstrap, Node.jsand Font Awesome for the front-end design.

We fully support Automattic’s philosophy as outlined in its Bill of Rights:

  • The freedom to run the program, for any purpose.
  • The freedom to study how the program works, and change it to make it do what you wish.
  • The freedom to redistribute.
  • The freedom to distribute copies of your modified versions to others.

Leveraging a fully open source stack allows us to scale our development and build features faster and more frequently (we release new updates every two weeks) and make them immediately available to every city on the ProudCity platform.

It also gives every city we work with ultimate freedom to contribute code and, if they are not satisfied with our service (which is a strong motivation for us to provide excellent customer service/experience), they can easily migrate to another host and service provider. Because these frameworks are supported by thousands of developers around the world, there is a strong support community for all aspects of our platform.

Open data

A critical component of government’s long-term success is leveraging the power of open data and application programming interfaces that pull from internal platforms as well as third-party service providers.

By leveraging the power of open data technology built into the ProudCity platform, cites have ultimate flexibility to easily integrate any service provider (with a well-built API) and exponentially increase their effectiveness. Because the ProudCity platform is based on a REST API, cities are data-driven out the gate.

Open cities

ProudCity and the cities we serve will succeed by living up to open principles like those espoused by Red Hat in “The Open Organization”:

  • People join us because they want to.
  • Contribution is critical, but it’s not a quid pro quo.
  • The best ideas win regardless of who they come from.
  • We encourage and expect open, frank, and passionate debate.
  • We welcome feedback and make changes in the spirit of “release early — release often.”

The only way ProudCity will scale digital innovation for cities around the world is to hold true to principles centered on purpose and openness.

We’re proud to be an open organization.

Government as ‘The Open Organization’

The Open Organization: Igniting Passion and Performance
When most people think “open source,” the first image that comes to mind is code, but open isn’t just technology. It’s also operations and culture with special attention to transparency, participation, collaboration and meritocracy.

In “The Open Organization: Igniting Passion and Performance,” Red Hat CEO Jim Whitehurst shares how leaders can be more authentic, talking openly about challenges and addressing them through a system based more on those, internally and externally, who have the most to offer. It’s an inspiring read, one most appropriate for elected officials and public sector leaders.

In a nutshell:

An “open organization” — which I define as an organization that engages participative communities both inside and out — responds to opportunities quickly, has access to resources and talent outside the organization, and inspires, motivates and empowers people at all levels to act with accountability. The beauty of an open organization is that it is not about pedaling harder, but about tapping new sources of power both inside and outside to keep pace with all the fast-moving changes in your environment.

One of my favorite excerpts addresses a key issue that plagues some in government, especially the federal level, around relying on the limited aspects of crowdsourcing. While engaging the wisdom of the crowds to generate ideas and opportunities is interesting and helpful, its shortcomings are in cultivating a sustainable community that continues to build and refine a solution:

Open source communities operate on a level beyond crowdsourcing, going beyond the one-way and one-time-only arrangements in which a lot of people give their ideas or answers but don’t engage with each other over time. Instead, the way they operate is better described as open sourcing, where contributors work together as a community, building on each other’s work, to arrive at the best solution to a complicated problem. The communities involve many people working toward a similar outcome. They usually involve a diverse community of people who opt in as a way to work for a common cause about which they are passionate. And the produce results: they are more responsive to fast-changing environments and better at accomplishing “big, hairy, audacious goals” than any one single firm or organization.

Whitehurst shares how institutions can open up by creating platforms that allow everyone in the organization to contribute equally. He discusses how passion, purpose, emotion and emotional intelligence is integral to leading an open organization.

Government is a purpose-driven organization and, as Whitehurst outlines in “The Open Organization,” intrinsic motivation is at the heart of nearly every civil servant. For those who want to learn how government can become a more engaged institution, both internally and externally, “The Open Organization” is the blueprint.