by clicking on the page. A slider will appear, allowing you to adjust your zoom level. Return to the original size by clicking on the page again.
the page around when zoomed in by dragging it.
the zoom using the slider on the top right.
by clicking on the zoomed-in page.
by entering text in the search field and click on "In This Issue" or "All Issues" to search the current issue or the archive of back issues respectively.
by clicking on thumbnails to select pages, and then press the print button.
this publication and page.
displays a table of sections with thumbnails and descriptions.
displays thumbnails of every page in the issue. Click on a page to jump.
allows you to browse through every available issue.
FCW : September 30, 2016
13 Yes, you do have to understand and play politics (big and little p). — Mary Davie, assistant commissioner for integrated technology services at GSA 14 Stand by your ethics. Newcomers may not fully appreciate government ethics. Do your best to explain. Give them a chance. But if you truly believe they are crossing the line, then you need to be ready to act by reporting your concerns to appropriate folks — or find a new position. — Anne Reed, former Agriculture Department CIO and ASI Government CEO 15 Take time to understand the culture of the agency. Typically, government career staffers tend to be risk- averse and often view outside executives with skepticism. It’s important to understand the underlying governance model to discover the potential enablers and derailers of your priorities. — Venkatapathi “PV” Puvvada, president of Unisys Federal ON PROCESS 16 Regardless of party, each administration wants to have infrastructure and programs that work. — Ira Hobbs, former CIO at the Treasury Department and deputy CIO at USDA 17 From Day One, acknowledge and accept the fact that meaningful, positive change takes time. — Renee Wynn, NASA CIO 18 Take the time to understand why an agency runs the way it does. When faced with an IT program that was over budget, behind schedule and not delivering the promised functionality, a former boss commented, “That turtle didn’t get on the fence post by itself.” — Alan Balutis, a distinguished fellow and senior director at Cisco Systems and former Commerce Department CIO 19 Any technology applied to an inefficient organization will continue to be inefficient. — Kay Kapoor, president of AT&T Global Public Sector Solutions September 30, 2016 FCW.COM 17 FORMAN’S PARADOX: Political appointees enter government wanting fast and substantive change but often hit a wall of resistance that kills the natural energy at the beginning of an administration. By month six, they become risk-averse. Technology is not the difficult part of their jobs. The real challenge is managing change and people. To address this paradox, political appointees need to enter government with a strong, well-thought-out risk management plan linked to a framework of new tech and business models. — MARK FORMAN, GLOBAL HEAD OF UNISYS PUBLIC SECTOR AND FORMER ADMINISTRATOR OF E-GOVERNMENT AND IT AT OMB 0930fcw_014-027.indd 17 9/7/16 9:30 AM
September 15, 2016