One of the things that I'm hoping to do a better job on is getting people from the private sector-who've been in the private sector their whole career-who also spend a couple years in government at some point in their career, and learn something.
HHS Chief Information Officer Clark Minor stated that consolidating the CTO, CDO, and CAIO roles within his office allows the department to move faster on shared platforms and protect systems more effectively.
Among the 189 CDO and other data leader respondents to the annual survey conducted by the nonprofit, nonpartisan Data Foundation, about 40% said they had lost six or more employees last year.
What most leaders label as a content problem is actually a presence problem. Leaders often assume credibility rises and falls based on wording alone. In reality, credibility is shaped by executive presence, which reflects the signals leaders send about confidence, clarity, and authority before their ideas are fully heard.
I'm here on this panel today answering your questions as the inspector general. I hope if you are indeed doing this that you do resign. I am well aware of the Hatch Act. The inspector general is currently heading an investigation into both Labor Secretary Lori Chavez-DeRemer, who is accused of committing travel fraud and having an affair with her bodyguard, and the secretary's husband Shawn DeRemer, who allegedly assaulted at least two female department employees.
Defense Secretary Pete Hegseth took the unprecedented step of designating a U.S. firm-Anthropic-as a supply chain risk. Anthropic's crime? It refused to violate industry-wide protocols against using AI for mass surveillance or autonomous weapons. Hegseth's designation, which has until now been reserved for foreign firms, bars U.S. military contractors from doing business with the company.
Research finds that relying on regulations to determine your policies and procedures can result in ethical blindspots, or situations where people might think if there is not a rule for something, that it's permissible. After years of shifting towards values and culture-based compliance, leadership might be heading the opposite direction.
Since Richard Nixon was forced to resign, powerful people in both political parties have worked assiduously to ensure that their leaders would escape the consequences of their actions. Trump has evaded punishment for crimes both low (campaign-finance violations, for which he was convicted, though he will serve no time thanks to his 2024 victory) and high (his attempted overthrow of the federal government in the aftermath of his 2020 election loss, for which he was spared by the Supreme Court's decision to grant him a kingly immunity).
In the early 20th century, sociologist Max Weber noted that sweeping industrialization would transform how societies worked. As small, informal operations gave way to large, complex organizations with clearly defined roles and responsibilities, leaders would need to rely less on tradition and charisma, and more on organization and rationality. He also foresaw that jobs would need to be broken down into specialized tasks and governed by a system of hierarchy,
Understanding the difference in purpose Unlike private businesses, which exist to make a profit, public institutions are designed to create impact - especially social and economic outcomes that benefit everyone, not just paying customers. A public agency doesn't measure its success in revenue or margins, but in how much it improves lives, builds equity and maintains public trust. This doesn't mean budgets and spending don't matter - they absolutely do - but money is not the goal. It's the tool.
I see this daily in veterinary medicine, where high burnout rates cost the sector upwards of $2 billion per year. It's a challenging environment with long hours, stressful workloads and patients that can't even tell you what's wrong. But I've found that the best way to boost performance and even increase capacity with maxed-out teams is to address the underlying operational issues.
Dear Transparency-Committed Reader, You're not alone. So many of us want decision-making to reflect our collective values (like transparency, care, and shared power), but it's hard to actually put those values into practice. That gap between what we believe and how we decide can be frustrating. And getting stuck in the process is a common concern I hear from groups. I am happy to share, though, that decision-making doesn't have to be a nightmare.
In this new season, I'm asking how the Trump White House is rewriting the rules of U.S. politics, and talking to Americans whose lives have been changed as a result. Today's episode examines the destruction of the civil service: the removal of professionals, and their replacement with loyalists. I've seen this kind of transformation before, in other failing democracies. Everyone suffers from the degradation of public services.
Businesses are acting fast to adopt agentic AI- artificial intelligence systems that work without human guidance-but have been much slower to put governance in place to oversee them, a new survey shows. That mismatch is a major source of risk in AI adoption. In my view, it's also a business opportunity. I'm a professor of management information systems at Drexel University's LeBow College of Business,
He said performance indicators for senior officials would be set by ministers and those civil servants not meeting expectations would be shown the door. Instead of the sideways shimmy to another team or department if you fail to perform, I'm afraid you will be sacked, he said, adding that the doers, not the talkers would be in line for promotion.
The reason for that is simple: the British state is big and getting bigger but as an agent of change it is not up to the job. This is true at both central and local levels. Over the years, the capacity of government to intervene has been pared back and professional expertise has been lost as council services have been outsourced.
Not too long ago, in the time before they became chiefs, our VPs would have been called deans, directors or, in the case of our chief financial officer, treasurer. (Indeed, some retain a dean title along with their vice presidential one-the vice president of student affairs and dean of students, or the vice president and dean of admission and financial aid.) I respect and value the work that they do, regardless of their title. I know them and am aware of their dedication to the college and the well-being of its students, faculty and staff.
Colleges and universities hold huge influence in their communities. They can mediate differences and foster healthy debate. Indeed, several institutions have established schools of civic life that would, presumably, raise the alarm when constitutional rights are being violated. Academic research influences policy and informs public conversations. Scholars can put this violence into context and help remind us that this is not OK.
Civil service morale rose slightly after Labour took power in 2024, with the biggest jumps in satisfaction in the energy and health departments, an annual Whitehall monitor report will show. The survey from the Institute for Government (IfG) thinktank, due to be published this week, found that morale rose from 60.7 to 61.2% on the civil service employee engagement index. This is a composite measure that captures civil servants' feelings about how things are done in their organisation, and their pride in where they work.
