SlideShare a Scribd company logo
1 of 12
Operationalizing Smart Power
To Meet Today’s Government Challenges




by
Roger Cressey
cressey_roger@bah.com
Mike Delurey
delurey_mike@bah.com
Jon Allen
allen_jonathan@bah.com
Cheryl Steele
steele_cheryl@bah.com
Operationalizing Smart Power To Meet Today's Government Challenges
Operationalizing Smart Power
To Meet Today's Government Challenges
Introduction                                                    vertical domains, and creating a networked operational
The most pressing challenges the government faces are           model—horizontal integration—to meet their business
large and complex, and all require the use of the nation’s      needs. Smart power is the functional equivalent of
instruments of national power to address them in a timely       government embracing that model for a discrete set of
and effective manner. While this concept is generally           mission areas, predominantly those addressing complex
accepted, the major obstacle to putting the concept into        geopolitical issues.
action is how multiple federal organizations can work           A mission area is a likely candidate for smart power if it
together efficiently and effectively to tackle today’s highly   is beyond the normal capability of a single department or
complex problems.                                               agency—due to scope or scale—and is of such importance
As the need for inter-agency and department cooperation         that it requires the full suite of instruments of national
has become more urgent over the last decade, a growing          power. If that test is met, then a vertically integrated
body of theory has emerged. One idea that has been              operating model is unlikely to work and there must be
gaining particular attention is “smart power,” a concept        methods to reach across departments and agencies.
developed by Joseph Nye and embraced by top government          Another attribute of a mission that requires smart power
officials, including Secretary of State Hillary Clinton and     is the absence of a clear starting point. This is because
Secretary of Defense Robert Gates. Though there has been        such missions have an innate complexity. There are high
much discussion of what smart power is and why it is so         expectations, but they are well defined—and it is hard to
important, there has been little discussion of how the US       know exactly where to begin.
government might bring it into action.
                                                                When government faces a challenge that cuts across a
Through our extensive work with the government over             number of departments and agencies, it has a choice:
the years, Booz Allen has gained a number of important          divide the mission into individual organizations—which may
insights into how organizations can achieve the level of        be simpler, but less efficient and effective—or respect the
coordination they need to address seemingly intractable         complexity and pursue an integrated mission—what Nye
problems. We have developed a series of practical               and others refer to as smart power.
approaches to the thorny challenges involved, such as
techniques to integrate federal missions and to create an       Although there is growing support in government for
environment in which mission leadership is truly shared.        smart power, there is also a fair amount of skepticism
These insights and approaches are particularly valuable in      about whether the government call fulfill its smart power
operationalizing the growing body of theory on interagency      promise. A recent survey of federal executives found most
cooperation, including the ideas behind smart power.            are enthusiastic about the possibilities of smart power—
                                                                but many are not confident the government can actually
In essence, smart power theory suggests that for certain        operationalize its missions using this theory. Nearly half
missions the government should move away from its               of those polled said they believed the federal government
vertically integrated mode into a horizontally integrated       could do no more than “somewhat implement” smart power
operating model that is more analogous to the business          solutions, and another 11 percent said the government
world. Many businesses learned long ago that they can           does not have the ability to implement smart power
be more effective and efficient by looking outside their        solutions at all.




                                                                                                                              1
This gap—between the desire for smart power and the                 considered judiciously. The intent of smart power is not
    pessimism about its chances of success—emphasizes                   to be “the standard way of operating” or to upend the
    the need for practical approaches that can be of real use           way government handles day-to-day operations. Rather,
    to organizations. We believe, based on our experience               it is a tailored approach to a discrete number of high-
    working with government, that the US government can                 impact activities. Deciding whether a particular mission
    operationalize smart power. Government leadership must              qualifies is the first major challenge to operationalizing
    address three main challenges. The first task is to establish       smart power.
    whether the mission area is truly a candidate for smart
                                                                        Organizations can apply a straightforward filter test by
    power. The next step is to identify which organizations
                                                                        asking, if the mission require that the full suite
    have a role to play, and should participate. Finally, there
                                                                        of capabilities in the federal government be brought
    must be mechanisms in place to overcome the inevitable
                                                                        to bear in four arenas: political, military, economic,
    obstacles that will appear. Our work in related areas over
                                                                        and social? If so, then the mission is a candidate for
    the years has demonstrated very clearly the importance
                                                                        smart power.
    of an effective impediment-based planning mechanism at
    the outset, so that participants will have guideposts and
    guidelines through which to work through obstacles and
                                                                        Finding the Right Team
                                                                        Once organizations identify a mission as appropriate
    conflict. This is the lion’s share of the effort—through these
                                                                        for a smart power approach, the next challenge is
    approaches, smart power can move beyond the theoretical,
                                                                        to identify which federal departments and agencies
    and into the realm of the practical.
                                                                        that leadership and organizations must engage. This
                                                                        is rarely easy. Too many organizations may come
    The Filter Test                                                     forward—some, perhaps because they have
    Any ambitious effort to horizontally integrate mission
                                                                        excess capacity, others because of political
    activity is resource-intensive and so must be


    Exhibit 1 | Operationalized Smart Power



        Operationalized Smart Power                                          Understanding of the large scale geo-political
                                                                                    issues facing the federal government

                                                                                                                          Research, Thinking, Ideas, Concepts

                                                                                                                                                                Large Complex Challenge
                                  Impediment-based planning
                                                                     Policy, Strategy and Planning Management,
               Mission            to identify where things can
                                                                     and Budgeting People and Culture Information
            Integration           go wrong, and take steps to
                                                                     Technology Operations
                                  prevent a future breakdown


           Finding the            Stakeholder map of                 Identify federal agencies affected with an
           Right Team             affected agencies                  interest in the smart power issue


                                  Military, Political, Social, and   Analyzed the challenge to see if it meets
     The Filter Test              Economic test                      the conditions for a smart power approach




    Source: Booz Allen Hamilton




2
considerations. That can make the process unwieldy,          the differences represented by these five critical
more costly, and time-consuming. Alternatively,              areas, or simply assuming them away, puts success
organizations that should be important players may           at risk. Organizations must address each of the five
hold back, reluctant to get involved. In either case, the    elements if smart power is to succeed, as they are
overall effort will be less effective and efficient, and     closely interrelated and integrate these five elements
the mission will have a lower chance of success.             simultaneously, rather than handled sequentially.
                                                             Similar to the dials or gauges in an aircraft cockpit—all
The goal is to bring together the right team.
                                                             must be managed at the same time if the plane is to
Organizations can gain valuable insight by looking
                                                             stay in the air, and ignored at one's peril.
at the earlier filter test of whether a mission was a
candidate for smart power. Because that test looks           At the same time, organizations must implement smart
at the capabilities that are required, it can help give      power approaches in advance—rather than in the
critical insight to creating a map of departments and        heat of the moment—so that misalignments, culture
agencies that should play a role in the mission, and         clashes and other issues can be resolved well before a
help identify the optimal composition for the team.          smart power challenge arises.

                                                             Perhaps the most common misconception about
Mission Integration                                          mission integration is that it primarily, if not exclusively,
The third and most difficult challenge in
                                                             involves information sharing. While numerous
operationalizing smart power lies in overcoming the
                                                             government studies have emphasized that information
host of obstacles to interagency and department
                                                             sharing is essential for shared-mission success,
cooperation. This is not a challenge unique to smart
                                                             focusing on this aspect alone can lead agencies
power, but addressing it is essential to applying
                                                             to develop overly simple solutions—most often
a smart power approach. Our long experience in
                                                             technology “fixes.” However, this leaves the larger
helping federal agencies integrate mission functions
                                                             mission integration challenges mostly unaddressed.
in the interagency arena has shown us that the most
effective way to ensure success is through impediment-       When multiple organizations seek to work together in
based planning techniques. The goal is to identify           a complex mission, two problems will inevitably arise:
where things are likely to go wrong, and take steps          there will be both conflicts and gaps in each of the
now to prevent a future breakdown.                           organizational components. For example, the various
                                                             organizations might have strategies that align and
We have found that the key to mission integration lies
                                                             complement each other. More typically, the strategies
in aligning organizations across five organizational
                                                             will be in conflict—not because one organization
components:
                                                             or another is trying to gain control, but because
• Policy, Strategy, and Planning                             they simply do not know what the others are doing.
                                                             Conflicts create tension in whatever manner they arise,
• Management and Budgeting
                                                             and can limit mission success.
• People and Culture
                                                             Perhaps even more problematic are the gaps that
• Information Technology                                     occur when organizations come together—gaps
                                                             that arise because the new mission area is not well
• Operations
                                                             understood or accounted for in an agency’s current
One can find potential “failure points” of applying a        planning. An organization may try to share some part
smart power approach within these components. In             of a mission, only to find that it does not have the
any interagency effort, there will be conflicting policies   policies or the technology—or even the organizational
between agencies, or a clash of cultures. Ignoring           culture—to work with one or more of its partners.




                                                                                                                             3
Unless organizations are able to bridge these gaps,        of bureaucracies to use metrics that look at how
    the mission will flounder, and the organization cannot     well individual departments and agencies fulfill their
    realize the promise of smart power.                        missions as standalones—not by how well they
                                                               collaborate on a larger, shared mission. One outcome
    Within an individual organization, leaders can resolve
                                                               is that organizations are less likely to discover the
    such conflicts and gaps. A chief characteristic of
                                                               capabilities of others—and so may not even consider
    the smart power approach is that no single entity
                                                               how they might cooperate on shared missions.
    can dictate solutions or exercise complete decision-
    making authority, and no single organization has           Other management and budgeting pitfalls include
    control of the information or the levers of power. The     nonsupportive reporting requirements, which typically
    traditional command-and-control, executive-agent style     vary from organization to organization. Participants in a
    of governance, does not apply. For organizations to        smart power challenge may not have the mechanism to
    truly integrate their missions, they must find new and     report on shared resources, and may be reluctant
    innovative ways to reconcile the conflicts, and bridge     to collaborate because they are worried about
    the gaps.                                                  the consequences.

                                                               Aligning resources requires that organizations be
    Policy, Strategy, and Planning
                                                               flexible as well. This often means the willingness to
    A central goal of operationalizing smart power is to
                                                               move resources planned for a particular task to one
    establish rules across agencies to manage emerging
                                                               that will have greater impact on the common goal.
    challenges. Each agency entering into a shared
    mission will have its own appropriate standalone
                                                               People and Culture
    policies, strategies and planning processes, and
                                                               A challenge in any interagency effort is the inability to
    many are likely to be far different from those of their
                                                               collaborate and share information across organizational
    mission partners. The key to aligning these structures
                                                               cultures. One particular problem is that bureaucracies
    is to identify the specific areas where they are in
                                                               tend to gravitate toward hierarchical structures, even
    conflict. This means that organizations need to study
                                                               when they are trying to integrate horizontally. Central to
    the policies of their prospective partners, and identify
                                                               the smart power concept is that overall the effort will
    areas that might cause tension and waste resources.
                                                               draw capabilities from various entities—none of which
    Operationalizing smart power also requires policies or     is singularly “in charge.” What commonly happens is
    strategies that lay out clearly how government agencies    that an individual or team will appear on the scene,
    are to work together in a horizontally integrated          assert leadership, and then begin issuing directives.
    manner. Few of these structures currently exist, and so    Organizations may follow those orders because others
    stakeholders both inside and outside government often      are often simply waiting for someone to take charge
    do not know who should play what role, or how they         and tell them what to do. This, however, is not a smart
    should interact. Such issues need to be resolved well      power mindset, and must be overcome if smart power
    in advance of a smart power activity, particularly one     is to be operationalized.
    that requires quick action, such as disaster relief.
                                                               Another problem with the vertically integrated approach
    Management and Budgeting                                   is that it can be difficult to gain the cooperation of
    Another difficult challenge to integrating missions        entities not in the command structure. If, for example,
    in a smart power setting is how to align skill sets,       an organization assigns a particular responsibility,
    capabilities, and other resources across multiple          such as shared services/IT, to an entity outside the
    organizations. This goal is hampered by the tendency       vertically integrated structure, then that organization




4
may resist being directed what to do. A more                interaction with them. The solution is not to require
collaborative approach might be needed—something            that every government entity raise its IT game to the
that could be foreign to an organization’s culture.         level of the highest capability player, but to recognize
                                                            that the lower-level capabilities of the other players are
Still another pitfall arises from a lack of trust.
                                                            probably appropriate for the contribution they will make
Organizations may be unwilling to share information,
                                                            in the shared mission.
concerned that other organizations will not handle
it securely. They may worry that if they collaborate        Another challenge lies in the technical barriers
another organization will overshadowed them,                to sharing information, which will always exist.
and could lose resources and even mission                   Organizations tend to be intimidated by this, but for
responsibilities in the next year’s budget. Organizations   every barrier, there is a set of work-arounds that can
commonly respond to this fear by trying to do all the       be put in place—if the issue is raised in advance of
work themselves.                                            the need.

One mitigating factor in all of these issues that           With IT, as with all five components, it is important
holds great potential for smart power is that the           to pay particular attention to the interrelation of the
more familiar people are with social networking             elements with one another. For example, an agency’s
tools and with working in collaborative network             IT infrastructure might be capable of sharing data with
environments—millennials, for example—the easier            relevant government partners—but outdated policies
the cultural barriers are to overcome.                      and procedures might be preventing employees from
                                                            taking full advantage of the system.
Information Technology
While information sharing is far from the only obstacle     Operations
to integrating missions, it is persistently difficult to    A key challenge in operationalizing smart power is in
overcome. Horizontally integrated entities are only         integrating the execution of plans across agencies.
as strong as the links that connect them to one             Problems often arise when there is an overlap of
another. Failure to make that connection, and               responsibilities between government agencies, and
share information, will render the networked                between government and outside organizations. In a
model unworkable.                                           humanitarian crisis, for example, two organizations
                                                            might take on the responsibility of working with
Typically, organizations see this challenge in terms
                                                            hospitals—but because their plans are poorly
of creating new technologies, or the ability to work
                                                            integrated, both organizations find themselves at
together using a common platform. The issue is
                                                            the same locations. When organizations do not use
more one of finding consensus on how organizations
                                                            resources effectively, as with an unintended duplication
can handle information securely. What is often
                                                            of effort, smart power cannot be “smart.”
required is an agreed upon security architecture
and—just as important—mutual trust. Horizontally            Another common obstacle occurs when different
integrated enterprises cannot operate effectively if one    organizations have different time frames for their
organization hoards information—or is perceived by          goals. In nation-building efforts, for example, one
others to be hoarding.                                      organization might focus on a short-term goal, such
                                                            as constructing a piece of critical infrastructure, while
Attitude is critical. Information sharing can be derailed
                                                            another government agency might work toward a
when an organization believes that because its IT
                                                            longer-term goal, such as building a transparent judicial
capabilities and standards are superior to those
                                                            system. Unless all participants recognize that they
in other organizations, there should be little or no




                                                                                                                         5
have differing frames, their activities are unlikely to be   weight to the many complexities faced by the other
    coordinated—and may even work at cross-purposes.             organizations. They just assume away that complexity.

    Like any operation, organizations and leaders must           Smart power requires imagination, a coming
    plan for a smart power mission to be effective. The          together of ideas and resources while considering
    axiom “Plan the work and work the plan” must be put          the complexities of every perspective are considered—
    into action.                                                 both fully and simultaneously. If that does not
                                                                 happen, organizations tend to solve problems from
    Monitoring and Evaluation                                    one perspective but not from others, and “solutions”
    Operationalizing smart power through these three             will have to be rethought and reworked repeatedly.
    steps is a learning process. Organizations will not          This can lead to a great deal of churn, but little
    get everything right the first time, or even the             progress. Organizations typically fail to recognize the
    second. They will need to monitor and adjust their           root causes of this because the failure points are often
    approaches to each of the five mission integration           outside their range of vision. They do not see that their
    components—to tweak their performance in                     own smart power solutions are hung up in the netting
    operations, for example, or change the way they              of other perspectives.
    exchange information with partners.
                                                                 Collective Engagement
    What is essential is that organizations evaluate
                                                                 Bringing the full strength of the federal government
    how well they are succeeding in the shared mission
                                                                 to bear on an issue requires an approach that drives
    together, not how well each is succeeding separately.
                                                                 toward a shared vision, and takes full advantage of
    Too often, organizations focus on whether their
                                                                 the perspectives and capabilities of every organization.
    own policies were adhered to, whether their own
                                                                 Smart power is more than just government focused—it
    technology worked, and whether their own operations
                                                                 calls for strong connections to the private and civil
    went smoothly—rather than whether those elements
                                                                 society sectors as well. Through our extensive work in
    were integrated into the shared mission. If an
                                                                 bringing all three sectors together, we have developed
    organization only looks at its own piece, it can declare
                                                                 a form of engagement known as the megacommunity.
    success even if it failed to meet the larger objective
                                                                 This approach integrates mission activities by
    and if opportunities for improved effectiveness
                                                                 encouraging organizations to see how they might
    and efficiency through working in partnership were
                                                                 “optimize” rather than “maximize”—that is, how they
    missed. Continuous monitoring and evaluation in the
                                                                 can achieve more by working together than by trying to
    smart power environment is important—but only if
                                                                 measure success on their own. This kind of thinking is
    organizations develop metrics to address how well the
                                                                 a strong complement to the promise of smart power.
    organizations are working together and leveraging each
    other’s resources.                                           Perhaps the most powerful aspect of the
                                                                 megacommunity is that it does not prevent
    Assuming Away Complexity                                     organizations from pursuing their particular agendas,
    One of the most common reasons why organizations             but actually encourages them to do so. In each of
    fail to operationalize smart power is that while they        the five mission integration areas—and in the smart
    understand the capabilities of their own organizations,      power challenge as a whole—organizations will have
    they often do not recognize the capabilities of              their own vital interests. The key is to find the common
    others—or worse, assume that those capabilities              ground where those vital interests overlap, and use
    are something other than what they actually are. In          that as the driver for action. This gives organizations
    both cases, they tend to oversimplify or not give full       the freedom to act on their own behalf while at the
                                                                 same time contributing to overall mission success.




6
Conclusion
Despite the challenges, organizations should not
view smart power and other forms of interagency and
department cooperation as beyond the capabilities of
the federal government. The answer is to not apply
smart power to every challenge that comes along, or
to put together mismatched teams that cannot operate
efficiently and effectively.

If organizations use smart power deliberately, and
approached sensibly, they can operationalize it to
what might seem a surprising degree. A fair amount
of spadework must be done, particularly impediment-
based planning of mission integration.

An organization’s effort is likely to pay for itself
many times over. Government departments and
agencies have been given the imperative to do the
same or more with less, and so increasingly must
rely on mission partners to help them carry out
resource-intensive activities. Organizations that learn
mission-integration techniques will greatly expand their
capabilities. As the notion of smart power becomes
increasingly influential across government, senior
leaders will see them as innovators leading new forms
of engagement.




                                                           7
About the Authors
    Roger Cressey is a Booz Allen Hamilton Senior Vice          assurance and cybersecurity policy. In addition to his
    President and a nationally known counterterrorism           role at Booz Allen, he is an Adjunct Associate Professor
    and cybersecurity expert. He supports the firm’s            at Georgetown University’s Security Studies Program.
    cybersecurity business and international government
                                                                Jon Allen is a Booz Allen Hamilton Senior Associate
    clients, and oversees Booz Allen’s efforts in Smart
                                                                and co-leads the firm’s Smart Power investment—
    Power. He served in senior cybersecurity and
                                                                focusing on the integration of defense, diplomacy, and
    counterterrorism positions in the Clinton and Bush
                                                                development capabilities and public-private partnerships
    Administrations, including Chief of Staff of the
                                                                for US government clients. He is on the firm’s
    President’s Critical Infrastructure Protection Board, and
                                                                International team focusing on cyber capabilities and
    Deputy of Counterterrorism on the US National Security
                                                                leading the firm’s Africa Command business. He is also
    Council. He managed the US government response to
                                                                a term member with the Council on Foreign Relations.
    numerous terrorism incidents, including the 9/11 and
    USS Cole attacks.                                           Cheryl Steele is a Booz Allen Hamilton Senior Associate.
                                                                She has more than 14 years of professional experience
    Michael Delurey is a Booz Allen Hamilton Principal
                                                                in the areas of strategic planning, communications,
    and currently a leader in the firm’s strategic futures
                                                                foreign policy, the Middle East, and the interagency
    and policy analysis capabilities. He focuses on policy
                                                                process. She is a leader of the firm's business with
    analysis support, critical infrastructure protection,
                                                                the US Department of State and is co-lead of the firm’s
    strategic risk management, complex systems analysis,
                                                                Smart Power investment.
    homeland security, mission assurance, information


    Contact Information:

    Roger Cressey                      Mike Delurey              Jon Allen                     Cheryl Steele
    Senior Vice President              Principal                 Senior Associate              Senior Associate
    cressey_roger@bah.com              delurey_mike@bah.com      allen_jonathan@bah.com        steele_cheryl@bah.com
    703/984-1421                       703/902-6858              703/377-7194                  703/377-0052


8
About Booz Allen
Booz Allen Hamilton has been at the forefront                a consultant’s problem-solving orientation with deep
of strategy and technology consulting for nearly             technical knowledge and strong execution, Booz Allen
a century. Today, the firm is a major provider of            helps clients achieve success in their most critical
professional services primarily to US government             missions—as evidenced by the firm’s many client
agencies in the defense, intelligence, and civil             relationships that span decades. Booz Allen helps
sectors, as well as to corporations, institutions, and       shape thinking and prepare for future developments in
not-for-profit organizations. Booz Allen offers clients      areas of national importance, including cybersecurity,
deep functional knowledge spanning strategy and              homeland security, healthcare, and information
organization, technology, engineering and operations,        technology.
and analytics—which it combines with specialized
                                                             Booz Allen is headquartered in McLean, Virginia,
expertise in clients’ mission and domain areas to
                                                             employs more than 25,000 people, and has annual
help solve their toughest problems.
                                                             revenues of over $5 billion. Fortune has named
The firm’s management consulting heritage is                 Booz Allen one of its “100 Best Companies to Work
the basis for its unique collaborative culture and           For” for seven consecutive years. Working Mother
operating model, enabling Booz Allen to anticipate           has ranked the firm among its “100 Best Companies
needs and opportunities, rapidly deploy talent and           for Working Mothers” annually since 1999. More
resources, and deliver enduring results. By combining        information is available at www.boozallen.com.




To learn more about the firm and to download digital versions of this article and other Booz Allen Hamilton
publications, visit www.boozallen.com.




                                                                                                                      9
Principal Offices
United States                             KANSAS                                  SOUTH CAROLINA
                                          Leavenworth                             Charleston
ALABAMA                                   MARYLAND                                TEXAS
Huntsville                                Aberdeen                                Houston
CALIFORNIA                                Annapolis Junction                      San Antonio
Los Angeles                               Lexington Park
                                          Linthicum                               VIRGINIA
San Diego
                                          Rockville                               Alexandria
San Francisco
                                                                                  Arlington
COLORADO                                  MICHIGAN                                Chantilly
Colorado Springs                          Troy                                    Charlottesville
Denver                                    NEBRASKA                                Falls Church
FLORIDA                                   Omaha                                   Herndon
Pensacola                                                                         McLean
                                          NEW JERSEY                              Norfolk
Sarasota                                  Eatontown
Tampa                                                                             Stafford
                                          NEW YORK
GEORGIA                                                                           WASHINGTON, DC
                                          Rome
Atlanta
                                          OHIO
HAWAII                                                                            Europe
                                          Dayton
Honolulu
                                          PENNSYLVANIA                            GERMANY
ILLINOIS                                                                          Stuttgart
                                          Philadelphia
O’Fallon




The most complete, recent list of offices and their addresses and telephone numbers can be found on
www.boozallen.com.


www.boozallen.com                                                                             ©2011 Booz Allen Hamilton Inc.

                                                                                                                   BA11-095

More Related Content

What's hot

Burnham Social Engineering
Burnham Social EngineeringBurnham Social Engineering
Burnham Social EngineeringJason Burnham
 
Knowledge Collaboration: Working with Data and Web Specialists
Knowledge Collaboration: Working with Data and Web SpecialistsKnowledge Collaboration: Working with Data and Web Specialists
Knowledge Collaboration: Working with Data and Web SpecialistsOlivier Serrat
 
How senior leadership teams do or don
How senior leadership teams do or donHow senior leadership teams do or don
How senior leadership teams do or donStephen Mugford
 
Identifying & Harnessing the Power of Networking Part One
Identifying & Harnessing the Power of Networking Part OneIdentifying & Harnessing the Power of Networking Part One
Identifying & Harnessing the Power of Networking Part OneElijah Ezendu
 
How Social Tools Can Empower a Global Organization
How Social Tools Can Empower a Global OrganizationHow Social Tools Can Empower a Global Organization
How Social Tools Can Empower a Global OrganizationH3 HR Advisors, Inc.
 
Knowledge management session1
Knowledge management session1Knowledge management session1
Knowledge management session1Partho Choudhury
 
Script for ICCRTS 2011 Presentation
Script for ICCRTS 2011 PresentationScript for ICCRTS 2011 Presentation
Script for ICCRTS 2011 PresentationBruce Forrester
 
Pater review 2
Pater review 2Pater review 2
Pater review 2Nkusi Paul
 

What's hot (8)

Burnham Social Engineering
Burnham Social EngineeringBurnham Social Engineering
Burnham Social Engineering
 
Knowledge Collaboration: Working with Data and Web Specialists
Knowledge Collaboration: Working with Data and Web SpecialistsKnowledge Collaboration: Working with Data and Web Specialists
Knowledge Collaboration: Working with Data and Web Specialists
 
How senior leadership teams do or don
How senior leadership teams do or donHow senior leadership teams do or don
How senior leadership teams do or don
 
Identifying & Harnessing the Power of Networking Part One
Identifying & Harnessing the Power of Networking Part OneIdentifying & Harnessing the Power of Networking Part One
Identifying & Harnessing the Power of Networking Part One
 
How Social Tools Can Empower a Global Organization
How Social Tools Can Empower a Global OrganizationHow Social Tools Can Empower a Global Organization
How Social Tools Can Empower a Global Organization
 
Knowledge management session1
Knowledge management session1Knowledge management session1
Knowledge management session1
 
Script for ICCRTS 2011 Presentation
Script for ICCRTS 2011 PresentationScript for ICCRTS 2011 Presentation
Script for ICCRTS 2011 Presentation
 
Pater review 2
Pater review 2Pater review 2
Pater review 2
 

Viewers also liked

Joining Forces: Interagency Collaboration and "Smart Power"
Joining Forces: Interagency Collaboration and "Smart Power"Joining Forces: Interagency Collaboration and "Smart Power"
Joining Forces: Interagency Collaboration and "Smart Power"Booz Allen Hamilton
 
Choi & Cai_Country-of-origin effect in tourism (ttra apac 2014)
Choi & Cai_Country-of-origin effect in tourism (ttra apac 2014)Choi & Cai_Country-of-origin effect in tourism (ttra apac 2014)
Choi & Cai_Country-of-origin effect in tourism (ttra apac 2014)Suh-hee Choi
 
Beyond the EuroTrip Tourism as Means to European Union Soft Power
Beyond the EuroTrip Tourism as Means to European Union Soft PowerBeyond the EuroTrip Tourism as Means to European Union Soft Power
Beyond the EuroTrip Tourism as Means to European Union Soft PowerPallavi Sharma
 
Art, society, politics - Russian soft power_Denis Maksimov_KU Leuven
Art, society, politics - Russian soft power_Denis Maksimov_KU LeuvenArt, society, politics - Russian soft power_Denis Maksimov_KU Leuven
Art, society, politics - Russian soft power_Denis Maksimov_KU LeuvenDenis Maksimov
 
Mitigating Our Nation’s Risks – Calling Upon the Whole Community
Mitigating Our Nation’s Risks – Calling Upon the Whole CommunityMitigating Our Nation’s Risks – Calling Upon the Whole Community
Mitigating Our Nation’s Risks – Calling Upon the Whole CommunityBooz Allen Hamilton
 
Government 2.0: Cutting-Edge Solutions For Communication, Collaboration, Serv...
Government 2.0: Cutting-Edge Solutions For Communication, Collaboration, Serv...Government 2.0: Cutting-Edge Solutions For Communication, Collaboration, Serv...
Government 2.0: Cutting-Edge Solutions For Communication, Collaboration, Serv...Booz Allen Hamilton
 
Mission Engineering Solution Infographic
Mission Engineering Solution InfographicMission Engineering Solution Infographic
Mission Engineering Solution InfographicBooz Allen Hamilton
 
Booz Allen Hamilton's 100-Year Timeline
Booz Allen Hamilton's 100-Year TimelineBooz Allen Hamilton's 100-Year Timeline
Booz Allen Hamilton's 100-Year TimelineBooz Allen Hamilton
 
RightIT™ Maximizing Government IT Efficiency
RightIT™ Maximizing Government IT EfficiencyRightIT™ Maximizing Government IT Efficiency
RightIT™ Maximizing Government IT EfficiencyBooz Allen Hamilton
 
Rethinking Mega-Region Air Travel
Rethinking Mega-Region Air TravelRethinking Mega-Region Air Travel
Rethinking Mega-Region Air TravelBooz Allen Hamilton
 
Digital Forensics: Digital Evidence That Endures
Digital Forensics: Digital Evidence That EnduresDigital Forensics: Digital Evidence That Endures
Digital Forensics: Digital Evidence That EnduresBooz Allen Hamilton
 
The Next Gen Program Analysis Infographic
The Next Gen Program Analysis InfographicThe Next Gen Program Analysis Infographic
The Next Gen Program Analysis InfographicBooz Allen Hamilton
 
Methodology for Platform Modernization
Methodology for Platform ModernizationMethodology for Platform Modernization
Methodology for Platform ModernizationBooz Allen Hamilton
 

Viewers also liked (20)

Joining Forces: Interagency Collaboration and "Smart Power"
Joining Forces: Interagency Collaboration and "Smart Power"Joining Forces: Interagency Collaboration and "Smart Power"
Joining Forces: Interagency Collaboration and "Smart Power"
 
Choi & Cai_Country-of-origin effect in tourism (ttra apac 2014)
Choi & Cai_Country-of-origin effect in tourism (ttra apac 2014)Choi & Cai_Country-of-origin effect in tourism (ttra apac 2014)
Choi & Cai_Country-of-origin effect in tourism (ttra apac 2014)
 
Beyond the EuroTrip Tourism as Means to European Union Soft Power
Beyond the EuroTrip Tourism as Means to European Union Soft PowerBeyond the EuroTrip Tourism as Means to European Union Soft Power
Beyond the EuroTrip Tourism as Means to European Union Soft Power
 
Art, society, politics - Russian soft power_Denis Maksimov_KU Leuven
Art, society, politics - Russian soft power_Denis Maksimov_KU LeuvenArt, society, politics - Russian soft power_Denis Maksimov_KU Leuven
Art, society, politics - Russian soft power_Denis Maksimov_KU Leuven
 
DRAFT - History of U.S. Public Diplomacy
DRAFT - History of U.S. Public Diplomacy DRAFT - History of U.S. Public Diplomacy
DRAFT - History of U.S. Public Diplomacy
 
Cloud Brokering Brochure
Cloud Brokering BrochureCloud Brokering Brochure
Cloud Brokering Brochure
 
Mitigating Our Nation’s Risks – Calling Upon the Whole Community
Mitigating Our Nation’s Risks – Calling Upon the Whole CommunityMitigating Our Nation’s Risks – Calling Upon the Whole Community
Mitigating Our Nation’s Risks – Calling Upon the Whole Community
 
When Disaster Strikes
When Disaster StrikesWhen Disaster Strikes
When Disaster Strikes
 
Government 2.0: Cutting-Edge Solutions For Communication, Collaboration, Serv...
Government 2.0: Cutting-Edge Solutions For Communication, Collaboration, Serv...Government 2.0: Cutting-Edge Solutions For Communication, Collaboration, Serv...
Government 2.0: Cutting-Edge Solutions For Communication, Collaboration, Serv...
 
Mission Engineering Solution Infographic
Mission Engineering Solution InfographicMission Engineering Solution Infographic
Mission Engineering Solution Infographic
 
Booz Allen Hamilton's 100-Year Timeline
Booz Allen Hamilton's 100-Year TimelineBooz Allen Hamilton's 100-Year Timeline
Booz Allen Hamilton's 100-Year Timeline
 
RightIT™ Maximizing Government IT Efficiency
RightIT™ Maximizing Government IT EfficiencyRightIT™ Maximizing Government IT Efficiency
RightIT™ Maximizing Government IT Efficiency
 
Reform Playbook
Reform PlaybookReform Playbook
Reform Playbook
 
Rethinking Mega-Region Air Travel
Rethinking Mega-Region Air TravelRethinking Mega-Region Air Travel
Rethinking Mega-Region Air Travel
 
Digital Forensics: Digital Evidence That Endures
Digital Forensics: Digital Evidence That EnduresDigital Forensics: Digital Evidence That Endures
Digital Forensics: Digital Evidence That Endures
 
The Vigilant Enterprise
The Vigilant EnterpriseThe Vigilant Enterprise
The Vigilant Enterprise
 
The Next Gen Program Analysis Infographic
The Next Gen Program Analysis InfographicThe Next Gen Program Analysis Infographic
The Next Gen Program Analysis Infographic
 
Technology Injection
Technology InjectionTechnology Injection
Technology Injection
 
The Biggest Bang Theory
The Biggest Bang TheoryThe Biggest Bang Theory
The Biggest Bang Theory
 
Methodology for Platform Modernization
Methodology for Platform ModernizationMethodology for Platform Modernization
Methodology for Platform Modernization
 

Similar to Operationalizing Smart Power To Meet Today's Government Challenges

Fusing Knowledge Management into the Public Sector: a Review of the Field and...
Fusing Knowledge Management into the Public Sector: a Review of the Field and...Fusing Knowledge Management into the Public Sector: a Review of the Field and...
Fusing Knowledge Management into the Public Sector: a Review of the Field and...Arab Federation for Digital Economy
 
Top 10 Opportunities for GSA, Government, and Agency-Wide Category Management...
Top 10 Opportunities for GSA, Government, and Agency-Wide Category Management...Top 10 Opportunities for GSA, Government, and Agency-Wide Category Management...
Top 10 Opportunities for GSA, Government, and Agency-Wide Category Management...Jimmy Church, PMP
 
Questioning Four Types of Power.pdf
Questioning Four Types of Power.pdfQuestioning Four Types of Power.pdf
Questioning Four Types of Power.pdfWajidKhanMP
 
A Proposal for Establishing an Issues Management Process at CDC
A Proposal for Establishing an Issues Management Process at CDCA Proposal for Establishing an Issues Management Process at CDC
A Proposal for Establishing an Issues Management Process at CDCSal Lucido
 
The Core Capabilities Of Icf
The Core Capabilities Of IcfThe Core Capabilities Of Icf
The Core Capabilities Of IcfKaren Nelson
 
The brain new world - insights for organisations and strategy
The brain new world - insights for organisations and strategyThe brain new world - insights for organisations and strategy
The brain new world - insights for organisations and strategyThe BrainLink Group
 
Respond to each classmate initial post with 3-4 sentencesClassma.docx
Respond to each classmate initial post with 3-4 sentencesClassma.docxRespond to each classmate initial post with 3-4 sentencesClassma.docx
Respond to each classmate initial post with 3-4 sentencesClassma.docxmackulaytoni
 
H&K/PRWeek Corporate Survey 2011
H&K/PRWeek Corporate Survey 2011H&K/PRWeek Corporate Survey 2011
H&K/PRWeek Corporate Survey 2011acohenhnk
 
Reasearch On The Capabilities Maturity Model
Reasearch On The Capabilities Maturity ModelReasearch On The Capabilities Maturity Model
Reasearch On The Capabilities Maturity ModelShannon Wright
 
More Non-Defense Research and Development (R&D) Spending is Not the Answer!
More Non-Defense Research and Development (R&D) Spending is Not the Answer!More Non-Defense Research and Development (R&D) Spending is Not the Answer!
More Non-Defense Research and Development (R&D) Spending is Not the Answer!Time2Innovate
 
Insights from the book 'Accelerate' (John P. Kotter)
Insights from the book 'Accelerate' (John P. Kotter)Insights from the book 'Accelerate' (John P. Kotter)
Insights from the book 'Accelerate' (John P. Kotter)Maarten Cannaerts
 
Anti corruption agencies - purpose, pitfalls, success factors
Anti corruption agencies - purpose, pitfalls, success factorsAnti corruption agencies - purpose, pitfalls, success factors
Anti corruption agencies - purpose, pitfalls, success factorsjatar
 
Michael Taft, A new enterprise model
Michael Taft, A new enterprise modelMichael Taft, A new enterprise model
Michael Taft, A new enterprise modelNUI Galway
 

Similar to Operationalizing Smart Power To Meet Today's Government Challenges (20)

6286
62866286
6286
 
The Digital Government
The Digital GovernmentThe Digital Government
The Digital Government
 
The Digital Government
The Digital GovernmentThe Digital Government
The Digital Government
 
the-digital-government
the-digital-governmentthe-digital-government
the-digital-government
 
Organizations unfettered
Organizations unfetteredOrganizations unfettered
Organizations unfettered
 
Fusing Knowledge Management into the Public Sector: a Review of the Field and...
Fusing Knowledge Management into the Public Sector: a Review of the Field and...Fusing Knowledge Management into the Public Sector: a Review of the Field and...
Fusing Knowledge Management into the Public Sector: a Review of the Field and...
 
Top 10 Opportunities for GSA, Government, and Agency-Wide Category Management...
Top 10 Opportunities for GSA, Government, and Agency-Wide Category Management...Top 10 Opportunities for GSA, Government, and Agency-Wide Category Management...
Top 10 Opportunities for GSA, Government, and Agency-Wide Category Management...
 
Questioning Four Types of Power.pdf
Questioning Four Types of Power.pdfQuestioning Four Types of Power.pdf
Questioning Four Types of Power.pdf
 
A Proposal for Establishing an Issues Management Process at CDC
A Proposal for Establishing an Issues Management Process at CDCA Proposal for Establishing an Issues Management Process at CDC
A Proposal for Establishing an Issues Management Process at CDC
 
The Core Capabilities Of Icf
The Core Capabilities Of IcfThe Core Capabilities Of Icf
The Core Capabilities Of Icf
 
On positioning knowledge management
On positioning knowledge managementOn positioning knowledge management
On positioning knowledge management
 
The brain new world - insights for organisations and strategy
The brain new world - insights for organisations and strategyThe brain new world - insights for organisations and strategy
The brain new world - insights for organisations and strategy
 
Fxt2 Task 1 Essay
Fxt2 Task 1 EssayFxt2 Task 1 Essay
Fxt2 Task 1 Essay
 
Respond to each classmate initial post with 3-4 sentencesClassma.docx
Respond to each classmate initial post with 3-4 sentencesClassma.docxRespond to each classmate initial post with 3-4 sentencesClassma.docx
Respond to each classmate initial post with 3-4 sentencesClassma.docx
 
H&K/PRWeek Corporate Survey 2011
H&K/PRWeek Corporate Survey 2011H&K/PRWeek Corporate Survey 2011
H&K/PRWeek Corporate Survey 2011
 
Reasearch On The Capabilities Maturity Model
Reasearch On The Capabilities Maturity ModelReasearch On The Capabilities Maturity Model
Reasearch On The Capabilities Maturity Model
 
More Non-Defense Research and Development (R&D) Spending is Not the Answer!
More Non-Defense Research and Development (R&D) Spending is Not the Answer!More Non-Defense Research and Development (R&D) Spending is Not the Answer!
More Non-Defense Research and Development (R&D) Spending is Not the Answer!
 
Insights from the book 'Accelerate' (John P. Kotter)
Insights from the book 'Accelerate' (John P. Kotter)Insights from the book 'Accelerate' (John P. Kotter)
Insights from the book 'Accelerate' (John P. Kotter)
 
Anti corruption agencies - purpose, pitfalls, success factors
Anti corruption agencies - purpose, pitfalls, success factorsAnti corruption agencies - purpose, pitfalls, success factors
Anti corruption agencies - purpose, pitfalls, success factors
 
Michael Taft, A new enterprise model
Michael Taft, A new enterprise modelMichael Taft, A new enterprise model
Michael Taft, A new enterprise model
 

More from Booz Allen Hamilton

You Can Hack That: How to Use Hackathons to Solve Your Toughest Challenges
You Can Hack That: How to Use Hackathons to Solve Your Toughest ChallengesYou Can Hack That: How to Use Hackathons to Solve Your Toughest Challenges
You Can Hack That: How to Use Hackathons to Solve Your Toughest ChallengesBooz Allen Hamilton
 
Examining Flexibility in the Workplace for Working Moms
Examining Flexibility in the Workplace for Working MomsExamining Flexibility in the Workplace for Working Moms
Examining Flexibility in the Workplace for Working MomsBooz Allen Hamilton
 
Booz Allen's 10 Cyber Priorities for Boards of Directors
Booz Allen's 10 Cyber Priorities for Boards of DirectorsBooz Allen's 10 Cyber Priorities for Boards of Directors
Booz Allen's 10 Cyber Priorities for Boards of DirectorsBooz Allen Hamilton
 
Homeland Threats: Today and Tomorrow
Homeland Threats: Today and TomorrowHomeland Threats: Today and Tomorrow
Homeland Threats: Today and TomorrowBooz Allen Hamilton
 
Preparing for New Healthcare Payment Models
Preparing for New Healthcare Payment ModelsPreparing for New Healthcare Payment Models
Preparing for New Healthcare Payment ModelsBooz Allen Hamilton
 
The Product Owner’s Universe: Agile Coaching
The Product Owner’s Universe: Agile CoachingThe Product Owner’s Universe: Agile Coaching
The Product Owner’s Universe: Agile CoachingBooz Allen Hamilton
 
Immersive Learning: The Future of Training is Here
Immersive Learning: The Future of Training is HereImmersive Learning: The Future of Training is Here
Immersive Learning: The Future of Training is HereBooz Allen Hamilton
 
Nuclear Promise: Reducing Cost While Improving Performance
Nuclear Promise: Reducing Cost While Improving PerformanceNuclear Promise: Reducing Cost While Improving Performance
Nuclear Promise: Reducing Cost While Improving PerformanceBooz Allen Hamilton
 
Frenemies – When Unlikely Partners Join Forces
Frenemies – When Unlikely Partners Join ForcesFrenemies – When Unlikely Partners Join Forces
Frenemies – When Unlikely Partners Join ForcesBooz Allen Hamilton
 
Booz Allen Secure Agile Development
Booz Allen Secure Agile DevelopmentBooz Allen Secure Agile Development
Booz Allen Secure Agile DevelopmentBooz Allen Hamilton
 
Booz Allen Industrial Cybersecurity Threat Briefing
Booz Allen Industrial Cybersecurity Threat BriefingBooz Allen Industrial Cybersecurity Threat Briefing
Booz Allen Industrial Cybersecurity Threat BriefingBooz Allen Hamilton
 
Booz Allen Hamilton and Market Connections: C4ISR Survey Report
Booz Allen Hamilton and Market Connections: C4ISR Survey ReportBooz Allen Hamilton and Market Connections: C4ISR Survey Report
Booz Allen Hamilton and Market Connections: C4ISR Survey ReportBooz Allen Hamilton
 
Modern C4ISR Integrates, Innovates and Secures Military Networks
Modern C4ISR Integrates, Innovates and Secures Military NetworksModern C4ISR Integrates, Innovates and Secures Military Networks
Modern C4ISR Integrates, Innovates and Secures Military NetworksBooz Allen Hamilton
 
Agile and Open C4ISR Systems - Helping the Military Integrate, Innovate and S...
Agile and Open C4ISR Systems - Helping the Military Integrate, Innovate and S...Agile and Open C4ISR Systems - Helping the Military Integrate, Innovate and S...
Agile and Open C4ISR Systems - Helping the Military Integrate, Innovate and S...Booz Allen Hamilton
 
Booz Allen Field Guide to Data Science
Booz Allen Field Guide to Data Science Booz Allen Field Guide to Data Science
Booz Allen Field Guide to Data Science Booz Allen Hamilton
 

More from Booz Allen Hamilton (20)

You Can Hack That: How to Use Hackathons to Solve Your Toughest Challenges
You Can Hack That: How to Use Hackathons to Solve Your Toughest ChallengesYou Can Hack That: How to Use Hackathons to Solve Your Toughest Challenges
You Can Hack That: How to Use Hackathons to Solve Your Toughest Challenges
 
Examining Flexibility in the Workplace for Working Moms
Examining Flexibility in the Workplace for Working MomsExamining Flexibility in the Workplace for Working Moms
Examining Flexibility in the Workplace for Working Moms
 
The True Cost of Childcare
The True Cost of ChildcareThe True Cost of Childcare
The True Cost of Childcare
 
Booz Allen's 10 Cyber Priorities for Boards of Directors
Booz Allen's 10 Cyber Priorities for Boards of DirectorsBooz Allen's 10 Cyber Priorities for Boards of Directors
Booz Allen's 10 Cyber Priorities for Boards of Directors
 
Inaugural Addresses
Inaugural AddressesInaugural Addresses
Inaugural Addresses
 
Military Spouse Career Roadmap
Military Spouse Career Roadmap Military Spouse Career Roadmap
Military Spouse Career Roadmap
 
Homeland Threats: Today and Tomorrow
Homeland Threats: Today and TomorrowHomeland Threats: Today and Tomorrow
Homeland Threats: Today and Tomorrow
 
Preparing for New Healthcare Payment Models
Preparing for New Healthcare Payment ModelsPreparing for New Healthcare Payment Models
Preparing for New Healthcare Payment Models
 
The Product Owner’s Universe: Agile Coaching
The Product Owner’s Universe: Agile CoachingThe Product Owner’s Universe: Agile Coaching
The Product Owner’s Universe: Agile Coaching
 
Immersive Learning: The Future of Training is Here
Immersive Learning: The Future of Training is HereImmersive Learning: The Future of Training is Here
Immersive Learning: The Future of Training is Here
 
Nuclear Promise: Reducing Cost While Improving Performance
Nuclear Promise: Reducing Cost While Improving PerformanceNuclear Promise: Reducing Cost While Improving Performance
Nuclear Promise: Reducing Cost While Improving Performance
 
Frenemies – When Unlikely Partners Join Forces
Frenemies – When Unlikely Partners Join ForcesFrenemies – When Unlikely Partners Join Forces
Frenemies – When Unlikely Partners Join Forces
 
Booz Allen Secure Agile Development
Booz Allen Secure Agile DevelopmentBooz Allen Secure Agile Development
Booz Allen Secure Agile Development
 
Booz Allen Industrial Cybersecurity Threat Briefing
Booz Allen Industrial Cybersecurity Threat BriefingBooz Allen Industrial Cybersecurity Threat Briefing
Booz Allen Industrial Cybersecurity Threat Briefing
 
Booz Allen Hamilton and Market Connections: C4ISR Survey Report
Booz Allen Hamilton and Market Connections: C4ISR Survey ReportBooz Allen Hamilton and Market Connections: C4ISR Survey Report
Booz Allen Hamilton and Market Connections: C4ISR Survey Report
 
CITRIX IN AMAZON WEB SERVICES
CITRIX IN AMAZON WEB SERVICESCITRIX IN AMAZON WEB SERVICES
CITRIX IN AMAZON WEB SERVICES
 
Modern C4ISR Integrates, Innovates and Secures Military Networks
Modern C4ISR Integrates, Innovates and Secures Military NetworksModern C4ISR Integrates, Innovates and Secures Military Networks
Modern C4ISR Integrates, Innovates and Secures Military Networks
 
Agile and Open C4ISR Systems - Helping the Military Integrate, Innovate and S...
Agile and Open C4ISR Systems - Helping the Military Integrate, Innovate and S...Agile and Open C4ISR Systems - Helping the Military Integrate, Innovate and S...
Agile and Open C4ISR Systems - Helping the Military Integrate, Innovate and S...
 
Women On The Leading Edge
Women On The Leading Edge Women On The Leading Edge
Women On The Leading Edge
 
Booz Allen Field Guide to Data Science
Booz Allen Field Guide to Data Science Booz Allen Field Guide to Data Science
Booz Allen Field Guide to Data Science
 

Recently uploaded

Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfAnhNguyen97152
 
Entrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsEntrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsP&CO
 
Project Brief & Information Architecture Report
Project Brief & Information Architecture ReportProject Brief & Information Architecture Report
Project Brief & Information Architecture Reportamberjiles31
 
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...AustraliaChapterIIBA
 
MoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor PresentationMoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor Presentationbaron83
 
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfPDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfHajeJanKamps
 
Lecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toLecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toumarfarooquejamali32
 
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessQ2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessAPCO
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsIntellect Design Arena Ltd
 
Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursDeveloping Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursKaiNexus
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access
 
Anyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyAnyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyHanna Klim
 
Amazon ppt.pptx Amazon about the company
Amazon ppt.pptx Amazon about the companyAmazon ppt.pptx Amazon about the company
Amazon ppt.pptx Amazon about the companyfashionfound007
 
Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..dlewis191
 
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBBPMedia1
 
PDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdfPDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdfHajeJanKamps
 
Plano de marketing- inglês em formato ppt
Plano de marketing- inglês  em formato pptPlano de marketing- inglês  em formato ppt
Plano de marketing- inglês em formato pptElizangelaSoaresdaCo
 
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHelene Heckrotte
 

Recently uploaded (20)

Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
 
Entrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsEntrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizations
 
Project Brief & Information Architecture Report
Project Brief & Information Architecture ReportProject Brief & Information Architecture Report
Project Brief & Information Architecture Report
 
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
 
MoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor PresentationMoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor Presentation
 
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfPDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
 
Lecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toLecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb to
 
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessQ2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking Applications
 
Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursDeveloping Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, Ours
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024
 
Anyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyAnyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agency
 
Amazon ppt.pptx Amazon about the company
Amazon ppt.pptx Amazon about the companyAmazon ppt.pptx Amazon about the company
Amazon ppt.pptx Amazon about the company
 
Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..
 
Investment Opportunity for Thailand's Automotive & EV Industries
Investment Opportunity for Thailand's Automotive & EV IndustriesInvestment Opportunity for Thailand's Automotive & EV Industries
Investment Opportunity for Thailand's Automotive & EV Industries
 
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
 
PDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdfPDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdf
 
Plano de marketing- inglês em formato ppt
Plano de marketing- inglês  em formato pptPlano de marketing- inglês  em formato ppt
Plano de marketing- inglês em formato ppt
 
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
 

Operationalizing Smart Power To Meet Today's Government Challenges

  • 1. Operationalizing Smart Power To Meet Today’s Government Challenges by Roger Cressey cressey_roger@bah.com Mike Delurey delurey_mike@bah.com Jon Allen allen_jonathan@bah.com Cheryl Steele steele_cheryl@bah.com
  • 3. Operationalizing Smart Power To Meet Today's Government Challenges Introduction vertical domains, and creating a networked operational The most pressing challenges the government faces are model—horizontal integration—to meet their business large and complex, and all require the use of the nation’s needs. Smart power is the functional equivalent of instruments of national power to address them in a timely government embracing that model for a discrete set of and effective manner. While this concept is generally mission areas, predominantly those addressing complex accepted, the major obstacle to putting the concept into geopolitical issues. action is how multiple federal organizations can work A mission area is a likely candidate for smart power if it together efficiently and effectively to tackle today’s highly is beyond the normal capability of a single department or complex problems. agency—due to scope or scale—and is of such importance As the need for inter-agency and department cooperation that it requires the full suite of instruments of national has become more urgent over the last decade, a growing power. If that test is met, then a vertically integrated body of theory has emerged. One idea that has been operating model is unlikely to work and there must be gaining particular attention is “smart power,” a concept methods to reach across departments and agencies. developed by Joseph Nye and embraced by top government Another attribute of a mission that requires smart power officials, including Secretary of State Hillary Clinton and is the absence of a clear starting point. This is because Secretary of Defense Robert Gates. Though there has been such missions have an innate complexity. There are high much discussion of what smart power is and why it is so expectations, but they are well defined—and it is hard to important, there has been little discussion of how the US know exactly where to begin. government might bring it into action. When government faces a challenge that cuts across a Through our extensive work with the government over number of departments and agencies, it has a choice: the years, Booz Allen has gained a number of important divide the mission into individual organizations—which may insights into how organizations can achieve the level of be simpler, but less efficient and effective—or respect the coordination they need to address seemingly intractable complexity and pursue an integrated mission—what Nye problems. We have developed a series of practical and others refer to as smart power. approaches to the thorny challenges involved, such as techniques to integrate federal missions and to create an Although there is growing support in government for environment in which mission leadership is truly shared. smart power, there is also a fair amount of skepticism These insights and approaches are particularly valuable in about whether the government call fulfill its smart power operationalizing the growing body of theory on interagency promise. A recent survey of federal executives found most cooperation, including the ideas behind smart power. are enthusiastic about the possibilities of smart power— but many are not confident the government can actually In essence, smart power theory suggests that for certain operationalize its missions using this theory. Nearly half missions the government should move away from its of those polled said they believed the federal government vertically integrated mode into a horizontally integrated could do no more than “somewhat implement” smart power operating model that is more analogous to the business solutions, and another 11 percent said the government world. Many businesses learned long ago that they can does not have the ability to implement smart power be more effective and efficient by looking outside their solutions at all. 1
  • 4. This gap—between the desire for smart power and the considered judiciously. The intent of smart power is not pessimism about its chances of success—emphasizes to be “the standard way of operating” or to upend the the need for practical approaches that can be of real use way government handles day-to-day operations. Rather, to organizations. We believe, based on our experience it is a tailored approach to a discrete number of high- working with government, that the US government can impact activities. Deciding whether a particular mission operationalize smart power. Government leadership must qualifies is the first major challenge to operationalizing address three main challenges. The first task is to establish smart power. whether the mission area is truly a candidate for smart Organizations can apply a straightforward filter test by power. The next step is to identify which organizations asking, if the mission require that the full suite have a role to play, and should participate. Finally, there of capabilities in the federal government be brought must be mechanisms in place to overcome the inevitable to bear in four arenas: political, military, economic, obstacles that will appear. Our work in related areas over and social? If so, then the mission is a candidate for the years has demonstrated very clearly the importance smart power. of an effective impediment-based planning mechanism at the outset, so that participants will have guideposts and guidelines through which to work through obstacles and Finding the Right Team Once organizations identify a mission as appropriate conflict. This is the lion’s share of the effort—through these for a smart power approach, the next challenge is approaches, smart power can move beyond the theoretical, to identify which federal departments and agencies and into the realm of the practical. that leadership and organizations must engage. This is rarely easy. Too many organizations may come The Filter Test forward—some, perhaps because they have Any ambitious effort to horizontally integrate mission excess capacity, others because of political activity is resource-intensive and so must be Exhibit 1 | Operationalized Smart Power Operationalized Smart Power Understanding of the large scale geo-political issues facing the federal government Research, Thinking, Ideas, Concepts Large Complex Challenge Impediment-based planning Policy, Strategy and Planning Management, Mission to identify where things can and Budgeting People and Culture Information Integration go wrong, and take steps to Technology Operations prevent a future breakdown Finding the Stakeholder map of Identify federal agencies affected with an Right Team affected agencies interest in the smart power issue Military, Political, Social, and Analyzed the challenge to see if it meets The Filter Test Economic test the conditions for a smart power approach Source: Booz Allen Hamilton 2
  • 5. considerations. That can make the process unwieldy, the differences represented by these five critical more costly, and time-consuming. Alternatively, areas, or simply assuming them away, puts success organizations that should be important players may at risk. Organizations must address each of the five hold back, reluctant to get involved. In either case, the elements if smart power is to succeed, as they are overall effort will be less effective and efficient, and closely interrelated and integrate these five elements the mission will have a lower chance of success. simultaneously, rather than handled sequentially. Similar to the dials or gauges in an aircraft cockpit—all The goal is to bring together the right team. must be managed at the same time if the plane is to Organizations can gain valuable insight by looking stay in the air, and ignored at one's peril. at the earlier filter test of whether a mission was a candidate for smart power. Because that test looks At the same time, organizations must implement smart at the capabilities that are required, it can help give power approaches in advance—rather than in the critical insight to creating a map of departments and heat of the moment—so that misalignments, culture agencies that should play a role in the mission, and clashes and other issues can be resolved well before a help identify the optimal composition for the team. smart power challenge arises. Perhaps the most common misconception about Mission Integration mission integration is that it primarily, if not exclusively, The third and most difficult challenge in involves information sharing. While numerous operationalizing smart power lies in overcoming the government studies have emphasized that information host of obstacles to interagency and department sharing is essential for shared-mission success, cooperation. This is not a challenge unique to smart focusing on this aspect alone can lead agencies power, but addressing it is essential to applying to develop overly simple solutions—most often a smart power approach. Our long experience in technology “fixes.” However, this leaves the larger helping federal agencies integrate mission functions mission integration challenges mostly unaddressed. in the interagency arena has shown us that the most effective way to ensure success is through impediment- When multiple organizations seek to work together in based planning techniques. The goal is to identify a complex mission, two problems will inevitably arise: where things are likely to go wrong, and take steps there will be both conflicts and gaps in each of the now to prevent a future breakdown. organizational components. For example, the various organizations might have strategies that align and We have found that the key to mission integration lies complement each other. More typically, the strategies in aligning organizations across five organizational will be in conflict—not because one organization components: or another is trying to gain control, but because • Policy, Strategy, and Planning they simply do not know what the others are doing. Conflicts create tension in whatever manner they arise, • Management and Budgeting and can limit mission success. • People and Culture Perhaps even more problematic are the gaps that • Information Technology occur when organizations come together—gaps that arise because the new mission area is not well • Operations understood or accounted for in an agency’s current One can find potential “failure points” of applying a planning. An organization may try to share some part smart power approach within these components. In of a mission, only to find that it does not have the any interagency effort, there will be conflicting policies policies or the technology—or even the organizational between agencies, or a clash of cultures. Ignoring culture—to work with one or more of its partners. 3
  • 6. Unless organizations are able to bridge these gaps, of bureaucracies to use metrics that look at how the mission will flounder, and the organization cannot well individual departments and agencies fulfill their realize the promise of smart power. missions as standalones—not by how well they collaborate on a larger, shared mission. One outcome Within an individual organization, leaders can resolve is that organizations are less likely to discover the such conflicts and gaps. A chief characteristic of capabilities of others—and so may not even consider the smart power approach is that no single entity how they might cooperate on shared missions. can dictate solutions or exercise complete decision- making authority, and no single organization has Other management and budgeting pitfalls include control of the information or the levers of power. The nonsupportive reporting requirements, which typically traditional command-and-control, executive-agent style vary from organization to organization. Participants in a of governance, does not apply. For organizations to smart power challenge may not have the mechanism to truly integrate their missions, they must find new and report on shared resources, and may be reluctant innovative ways to reconcile the conflicts, and bridge to collaborate because they are worried about the gaps. the consequences. Aligning resources requires that organizations be Policy, Strategy, and Planning flexible as well. This often means the willingness to A central goal of operationalizing smart power is to move resources planned for a particular task to one establish rules across agencies to manage emerging that will have greater impact on the common goal. challenges. Each agency entering into a shared mission will have its own appropriate standalone People and Culture policies, strategies and planning processes, and A challenge in any interagency effort is the inability to many are likely to be far different from those of their collaborate and share information across organizational mission partners. The key to aligning these structures cultures. One particular problem is that bureaucracies is to identify the specific areas where they are in tend to gravitate toward hierarchical structures, even conflict. This means that organizations need to study when they are trying to integrate horizontally. Central to the policies of their prospective partners, and identify the smart power concept is that overall the effort will areas that might cause tension and waste resources. draw capabilities from various entities—none of which Operationalizing smart power also requires policies or is singularly “in charge.” What commonly happens is strategies that lay out clearly how government agencies that an individual or team will appear on the scene, are to work together in a horizontally integrated assert leadership, and then begin issuing directives. manner. Few of these structures currently exist, and so Organizations may follow those orders because others stakeholders both inside and outside government often are often simply waiting for someone to take charge do not know who should play what role, or how they and tell them what to do. This, however, is not a smart should interact. Such issues need to be resolved well power mindset, and must be overcome if smart power in advance of a smart power activity, particularly one is to be operationalized. that requires quick action, such as disaster relief. Another problem with the vertically integrated approach Management and Budgeting is that it can be difficult to gain the cooperation of Another difficult challenge to integrating missions entities not in the command structure. If, for example, in a smart power setting is how to align skill sets, an organization assigns a particular responsibility, capabilities, and other resources across multiple such as shared services/IT, to an entity outside the organizations. This goal is hampered by the tendency vertically integrated structure, then that organization 4
  • 7. may resist being directed what to do. A more interaction with them. The solution is not to require collaborative approach might be needed—something that every government entity raise its IT game to the that could be foreign to an organization’s culture. level of the highest capability player, but to recognize that the lower-level capabilities of the other players are Still another pitfall arises from a lack of trust. probably appropriate for the contribution they will make Organizations may be unwilling to share information, in the shared mission. concerned that other organizations will not handle it securely. They may worry that if they collaborate Another challenge lies in the technical barriers another organization will overshadowed them, to sharing information, which will always exist. and could lose resources and even mission Organizations tend to be intimidated by this, but for responsibilities in the next year’s budget. Organizations every barrier, there is a set of work-arounds that can commonly respond to this fear by trying to do all the be put in place—if the issue is raised in advance of work themselves. the need. One mitigating factor in all of these issues that With IT, as with all five components, it is important holds great potential for smart power is that the to pay particular attention to the interrelation of the more familiar people are with social networking elements with one another. For example, an agency’s tools and with working in collaborative network IT infrastructure might be capable of sharing data with environments—millennials, for example—the easier relevant government partners—but outdated policies the cultural barriers are to overcome. and procedures might be preventing employees from taking full advantage of the system. Information Technology While information sharing is far from the only obstacle Operations to integrating missions, it is persistently difficult to A key challenge in operationalizing smart power is in overcome. Horizontally integrated entities are only integrating the execution of plans across agencies. as strong as the links that connect them to one Problems often arise when there is an overlap of another. Failure to make that connection, and responsibilities between government agencies, and share information, will render the networked between government and outside organizations. In a model unworkable. humanitarian crisis, for example, two organizations might take on the responsibility of working with Typically, organizations see this challenge in terms hospitals—but because their plans are poorly of creating new technologies, or the ability to work integrated, both organizations find themselves at together using a common platform. The issue is the same locations. When organizations do not use more one of finding consensus on how organizations resources effectively, as with an unintended duplication can handle information securely. What is often of effort, smart power cannot be “smart.” required is an agreed upon security architecture and—just as important—mutual trust. Horizontally Another common obstacle occurs when different integrated enterprises cannot operate effectively if one organizations have different time frames for their organization hoards information—or is perceived by goals. In nation-building efforts, for example, one others to be hoarding. organization might focus on a short-term goal, such as constructing a piece of critical infrastructure, while Attitude is critical. Information sharing can be derailed another government agency might work toward a when an organization believes that because its IT longer-term goal, such as building a transparent judicial capabilities and standards are superior to those system. Unless all participants recognize that they in other organizations, there should be little or no 5
  • 8. have differing frames, their activities are unlikely to be weight to the many complexities faced by the other coordinated—and may even work at cross-purposes. organizations. They just assume away that complexity. Like any operation, organizations and leaders must Smart power requires imagination, a coming plan for a smart power mission to be effective. The together of ideas and resources while considering axiom “Plan the work and work the plan” must be put the complexities of every perspective are considered— into action. both fully and simultaneously. If that does not happen, organizations tend to solve problems from Monitoring and Evaluation one perspective but not from others, and “solutions” Operationalizing smart power through these three will have to be rethought and reworked repeatedly. steps is a learning process. Organizations will not This can lead to a great deal of churn, but little get everything right the first time, or even the progress. Organizations typically fail to recognize the second. They will need to monitor and adjust their root causes of this because the failure points are often approaches to each of the five mission integration outside their range of vision. They do not see that their components—to tweak their performance in own smart power solutions are hung up in the netting operations, for example, or change the way they of other perspectives. exchange information with partners. Collective Engagement What is essential is that organizations evaluate Bringing the full strength of the federal government how well they are succeeding in the shared mission to bear on an issue requires an approach that drives together, not how well each is succeeding separately. toward a shared vision, and takes full advantage of Too often, organizations focus on whether their the perspectives and capabilities of every organization. own policies were adhered to, whether their own Smart power is more than just government focused—it technology worked, and whether their own operations calls for strong connections to the private and civil went smoothly—rather than whether those elements society sectors as well. Through our extensive work in were integrated into the shared mission. If an bringing all three sectors together, we have developed organization only looks at its own piece, it can declare a form of engagement known as the megacommunity. success even if it failed to meet the larger objective This approach integrates mission activities by and if opportunities for improved effectiveness encouraging organizations to see how they might and efficiency through working in partnership were “optimize” rather than “maximize”—that is, how they missed. Continuous monitoring and evaluation in the can achieve more by working together than by trying to smart power environment is important—but only if measure success on their own. This kind of thinking is organizations develop metrics to address how well the a strong complement to the promise of smart power. organizations are working together and leveraging each other’s resources. Perhaps the most powerful aspect of the megacommunity is that it does not prevent Assuming Away Complexity organizations from pursuing their particular agendas, One of the most common reasons why organizations but actually encourages them to do so. In each of fail to operationalize smart power is that while they the five mission integration areas—and in the smart understand the capabilities of their own organizations, power challenge as a whole—organizations will have they often do not recognize the capabilities of their own vital interests. The key is to find the common others—or worse, assume that those capabilities ground where those vital interests overlap, and use are something other than what they actually are. In that as the driver for action. This gives organizations both cases, they tend to oversimplify or not give full the freedom to act on their own behalf while at the same time contributing to overall mission success. 6
  • 9. Conclusion Despite the challenges, organizations should not view smart power and other forms of interagency and department cooperation as beyond the capabilities of the federal government. The answer is to not apply smart power to every challenge that comes along, or to put together mismatched teams that cannot operate efficiently and effectively. If organizations use smart power deliberately, and approached sensibly, they can operationalize it to what might seem a surprising degree. A fair amount of spadework must be done, particularly impediment- based planning of mission integration. An organization’s effort is likely to pay for itself many times over. Government departments and agencies have been given the imperative to do the same or more with less, and so increasingly must rely on mission partners to help them carry out resource-intensive activities. Organizations that learn mission-integration techniques will greatly expand their capabilities. As the notion of smart power becomes increasingly influential across government, senior leaders will see them as innovators leading new forms of engagement. 7
  • 10. About the Authors Roger Cressey is a Booz Allen Hamilton Senior Vice assurance and cybersecurity policy. In addition to his President and a nationally known counterterrorism role at Booz Allen, he is an Adjunct Associate Professor and cybersecurity expert. He supports the firm’s at Georgetown University’s Security Studies Program. cybersecurity business and international government Jon Allen is a Booz Allen Hamilton Senior Associate clients, and oversees Booz Allen’s efforts in Smart and co-leads the firm’s Smart Power investment— Power. He served in senior cybersecurity and focusing on the integration of defense, diplomacy, and counterterrorism positions in the Clinton and Bush development capabilities and public-private partnerships Administrations, including Chief of Staff of the for US government clients. He is on the firm’s President’s Critical Infrastructure Protection Board, and International team focusing on cyber capabilities and Deputy of Counterterrorism on the US National Security leading the firm’s Africa Command business. He is also Council. He managed the US government response to a term member with the Council on Foreign Relations. numerous terrorism incidents, including the 9/11 and USS Cole attacks. Cheryl Steele is a Booz Allen Hamilton Senior Associate. She has more than 14 years of professional experience Michael Delurey is a Booz Allen Hamilton Principal in the areas of strategic planning, communications, and currently a leader in the firm’s strategic futures foreign policy, the Middle East, and the interagency and policy analysis capabilities. He focuses on policy process. She is a leader of the firm's business with analysis support, critical infrastructure protection, the US Department of State and is co-lead of the firm’s strategic risk management, complex systems analysis, Smart Power investment. homeland security, mission assurance, information Contact Information: Roger Cressey Mike Delurey Jon Allen Cheryl Steele Senior Vice President Principal Senior Associate Senior Associate cressey_roger@bah.com delurey_mike@bah.com allen_jonathan@bah.com steele_cheryl@bah.com 703/984-1421 703/902-6858 703/377-7194 703/377-0052 8
  • 11. About Booz Allen Booz Allen Hamilton has been at the forefront a consultant’s problem-solving orientation with deep of strategy and technology consulting for nearly technical knowledge and strong execution, Booz Allen a century. Today, the firm is a major provider of helps clients achieve success in their most critical professional services primarily to US government missions—as evidenced by the firm’s many client agencies in the defense, intelligence, and civil relationships that span decades. Booz Allen helps sectors, as well as to corporations, institutions, and shape thinking and prepare for future developments in not-for-profit organizations. Booz Allen offers clients areas of national importance, including cybersecurity, deep functional knowledge spanning strategy and homeland security, healthcare, and information organization, technology, engineering and operations, technology. and analytics—which it combines with specialized Booz Allen is headquartered in McLean, Virginia, expertise in clients’ mission and domain areas to employs more than 25,000 people, and has annual help solve their toughest problems. revenues of over $5 billion. Fortune has named The firm’s management consulting heritage is Booz Allen one of its “100 Best Companies to Work the basis for its unique collaborative culture and For” for seven consecutive years. Working Mother operating model, enabling Booz Allen to anticipate has ranked the firm among its “100 Best Companies needs and opportunities, rapidly deploy talent and for Working Mothers” annually since 1999. More resources, and deliver enduring results. By combining information is available at www.boozallen.com. To learn more about the firm and to download digital versions of this article and other Booz Allen Hamilton publications, visit www.boozallen.com. 9
  • 12. Principal Offices United States KANSAS SOUTH CAROLINA Leavenworth Charleston ALABAMA MARYLAND TEXAS Huntsville Aberdeen Houston CALIFORNIA Annapolis Junction San Antonio Los Angeles Lexington Park Linthicum VIRGINIA San Diego Rockville Alexandria San Francisco Arlington COLORADO MICHIGAN Chantilly Colorado Springs Troy Charlottesville Denver NEBRASKA Falls Church FLORIDA Omaha Herndon Pensacola McLean NEW JERSEY Norfolk Sarasota Eatontown Tampa Stafford NEW YORK GEORGIA WASHINGTON, DC Rome Atlanta OHIO HAWAII Europe Dayton Honolulu PENNSYLVANIA GERMANY ILLINOIS Stuttgart Philadelphia O’Fallon The most complete, recent list of offices and their addresses and telephone numbers can be found on www.boozallen.com. www.boozallen.com ©2011 Booz Allen Hamilton Inc. BA11-095