Despite some alarmist headlines about the transfer of a key internet architecture function, the fact remains that the U.S. cannot relinquish control that it does not have.
Most agencies have the data and domain knowledge needed to drive innovation. Now they need a culture that attracts and nurtures the necessary talent.
A new report offers a range of suggestions for encouraging and sustaining innovation in government.
Data leaks are impossible to reverse, so the best strategy is to prevent intruders from having prolonged, unfettered access to systems in the first place.
Agencies can't afford the risk that comes with IT Death Stars.
A recent directive on using individuals’ social media activity in the security clearance process is a good first step, but it could go even further.
Dedicated innovation shops are in vogue, but a culture of user-centered thinking can be put to work in any corner of government.
IT modernization is a risky endeavor, and agencies too often overlook the human factor.
The government's digital teams have provided desperately needed skills, but government is an "at-scale" enterprise that cannot afford to wait for a small cadre of specialists to make its way around to everyone.
A new approach called micro-segmentation is easy to deploy, requires fewer security resources and could be the key to streamlining risk management.
Successful power users are technically curious, skilled at communication and highly organized. And they are essential to the government's data revolution.
User stories and continuous delivery are vital but count for little if fundamental needs are not being met.