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 : August 15, 2013
24 August 15, 2013 FCW.COM You've spent more than three decades in government, much of it focused on IT. How is technology changing the way agencies work? Wennergren: It s been fascinating to watch how technology has changed. People can do self-service, and a young naval lieutenant can go home tonight and go mash up some new applica- tion and post it someplace where it can actually be used tomorrow. The days of an IT solution taking months and months, and a bunch of program- mers walled up away someplace, are behind us. It s taken government agencies a long time to get to that point because we have such complexities in our processes. We re still grappling with [ xing] the process rst so you can leverage the new technology, rather than building customized solutions. But you re seeing more and more that people are able to develop capabilities so much more rapidly. What does that technology empow- erment mean at the management and strategy levels? Wennergren: It s a fascinating conun- drum because the speed with which new things can be delivered, and the ability to take advantage of what other people have done and reuse [it] or let somebody else be a service provider --- all of those things should be able to help you get your job done better, faster, cheaper. But so often you have the challenge of "I m uncomfortable with the new way of doing it," and "I m uncomfort- able that I have to rely upon some- body else." We still tend to be a little bit of con- trol freaks and feel a lot more comfort- able when we own the money, own the people and own the ability to control all aspects of the new solution. But if you want to take advantage of this service-oriented, Web 2.0 world, it s all about somebody else can provide a service that you can consume, so you re going to have to trust and rely upon others to help you get the mis- sion done. That trust requires trustworthy colleagues. How do you bring in the right people and give them the right guidance and encouragement to tackle today's challenges? Wennergren: If you were drawing the three circles of IT leadership --- rst, there s a lot of regulation in the IT space, and you ve got to follow the laws, all that kind of stuff. But that circle is very backwards-looking because it takes a long time from the time either a new idea happens or a problem occurs until such time as you get new rules in place. Then the second sphere is, "What does your customer want?" And if you re not delighting the customer, then shame on you as an IT profes- sional. But the customer sphere is hopelessly focused on today. The customers can only ask for what they see. Then there s this third sphere that s like the strategic-thinking sphere, the circle of what s new and possible. And what I nd is information lead- ers have to follow their regulations so they re focused on compliance, they have to delight the customer so they re focused on, "What can I get them right now that would help them?" --- and [therefore] they don t spend enough time on the third circle. If you don t spend time on that third circle, you inevitably fall short. You have to nd ways to make sure that the IT leadership team isn t falling behind by giving them opportunities to be able to see the future, see what the art of the possible is and gure out how to use it. When you're building a team, what skills do you look for? What's the most important talent that brings a résumé or a candidate to the top of your list? Wennergren: Clearly you need peo- ple who understand how technology can be used and what the art of the possible is in terms of the technolo- DAVID WENNERGREN: The exit interview FirstPerson As he wrapped up 32 years of government service, the Defense Department s assistant deputy chief management of cer spoke with FCW about leadership and the importance of understanding people
July 30, 2013
August 30, 2013