Government Needs to Understand Risk, Not Simply Avoid It

Risk in Government is Misunderstood - and the Move to the Cloud or Government 2.0?

Risk in Government is Misunderstood - and the Move to the Cloud or Government 2.0?

Professor Goldsmith does a great job of analyzing the nature of risk aversion in Government in the States.  He calls out the true costs of eliminating all risks.  As an example the choice to shut down *all* drilling in the Gulf after the BP incident this Summer.  Over 30,000 citizens were put out of work so that we could be happy with exercising a huge challenge in the public sector – our need to be binary.

Now I get the ironic nature of a guy from Microsoft taking issue with anything binary.  But for me it is one of the trickiest challenges in all of Government.  We tend to see things as either on or off, a one or a zero.  And even passionate pleas from carer civil servants all too often fall on deaf political ears.  It i a problem that most of my public sector CIO friends struggle with regularly and is, in  my opinion the difference between success or failure.

I argue a lot for the tight alignment of public sector CIOs to their political leadership.  Successful CIOs understand the deep political context and admit to its validity despite personal concerns they each may harbor.  The point is that if our global civil servants understand the political context more deeply they can more accurately asses and contextualize the risk for their political leaders.

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Matt Miszewski has been a leader of incredible teams, that accomplished unbelievable goals - together. From rebuilding an enterprise technology strategy from the ground up as Chief Information Officer of the State of Wisconsin to driving a struggling global sales and marketing team to live beyond their potential and helping take their stock from $45/sh to over $110/sh, I have been honored to take on huge challenges and beat them by building collaborative and high performing teams. I was proud to be a regular speaker on Digital Realty's earnings call each quarter and being able to brief and advise the Board of Directors each quarter. Focusing on our shareholders needs while coupling that focus with the needs of our top customers was the combination the street was searching for and our increase in equity value proves the effort worthwhile. Our focus on total leasing costs, net present value of long term leases, closing the gap on cash performance and elimination of stagnant inventory helped to drive a stalled stock. Most proud of standing up a revenue engine that will be used for decades including a renewed global salesforce, inside sales expertise, demand generation focus, new global Partners and Alliances program, sales operations team and a heightened focus on connecting lead development to sales outcomes (including a new social marketing program, AR/PR, digital presence, brand identity refresh, SEO/SEM and a regular campaigning process). Combining decades of technology leadership with this commercial success creates an incredible package to unleash revenue and hack growth for companies from any industry out there.

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