When Work Is Disrupted by Digital Progress
As technology-driven job displacement accelerates, governments have a big role to play in managing its impact.
Jerry Mechling, an independent consultant, is a former faculty member of the Harvard Kennedy School, where from 1983 to 2011 he taught degree-program courses on information management and founded Strategic Computing in the Public Sector, a research and executive-education program. He also is a former research vice president at Gartner Inc.
A fellow of the National Academy of Public Administration and four-time winner of the Federal 100 Award, he was formerly a fellow of the Institute of Politics; an aide to the mayor of New York City and assistant administrator of the New York City Environmental Protection Administration; and director of Boston's Office of Management and Budget.
He received his B.A. in physical sciences from Harvard College and his M.P.A. and Ph.D. in economics and public affairs from the Woodrow Wilson School at Princeton University.
The digital tools are getting better all the time. It's a critical opportunity to improve judgment and decision-making.
Accelerating digital disruption requires new approaches to governance and leadership.
As one Georgia city has shown, it's about getting the right people to address the right issues.
Our state, local and federal governments need to ramp up the sharing of technology and data beyond their enterprises.
Digital technology has given us tools that make a methodical approach to institutional learning more useful and powerful than ever.
The key to performance is information that makes work accountable, provides guidance, coordinates over distance and seeks out innovation.
Governments are getting much quicker and clearer feedback than ever before. It’s data that could be better used to solve problems.
Global forces are pushing governments to work together as never before, and especially to take advantage of IT-enabled economies. There is much to be gained.