RealWorldGames. Gartner Says 2015 Will See the Emergence of Digital Risk and the Digital Risk Officer. STAMFORD, Conn., July 10, 2014 View All Press Releases Analysts to Focus on Digital Risk Trends at Gartner Security & Risk Management Summits 2014, August 25-26 in Sydney, September 8-9 in London and September 15-16 in Dubai More than half of CEOs will have a senior "digital" leader role in their staff by the end of 2015, according to the 2014 CEO and Senior Executive Survey by Gartner, Inc.
Gartner said that by 2017, one-third of large enterprises engaging in digital business models and activities will also have a digital risk officer (DRO) role or equivalent. By 2020, 60 percent of digital businesses will suffer major service failures due to the inability of the IT security team to manage digital risk in new technology and use cases. IT, operational technology (OT), the Internet of Things (IoT) and physical security technologies will have interdependencies that require a risk-based approach to governance and management. The IT security role remains relevant and vital. Contacts. The Emergence of Digital Civil Society. Lucy Bernholz, Chiara Cordelli, Rob Reich Introduction How are market forces, public policies, and digital technologies changing nonprofit organizations, philanthropy, and associational life at the heart of civil society?
What are the implications of these changes for private action aimed at public benefit and, more generally, for democratic life? Such questions animated the Project on Philanthropy, Policy, and Technology at the Stanford University’s Center on Philanthropy and Civil Society. Time to get mapping - how a blind government can develop sight. Government needs to respond much more aggressively than it has done so far to the shared plumbing of the web.
To do that, it needs to be prepared to act socially - to share and consume. To do that it needs to standardise. And to standardise, it needs to see itself in the same way, everywhere. A simple, relatively cheap, and risk-averse initiative will enable business leaders across government to act locally, but to function as part of an organic whole for the first time. This article is part one of a three-part series This part one explains how government is flying blind - deeply invested in internal functions that each speak their own language, and are thus unintelligible to one another. Part two discusses situational awareness, and a conceptual approach based on the work of researcher Simon Wardley that is capable of addressing this problem by underpinning the evolution of a common language across public services: enabling our blind government to develop sight.
White House warns of open data mosaic effect. Consistent with previous Obama administration guidance, the Open Data Policy published by the White House May 9 says the privacy and security of open data is the responsibility of the releasing agency.
Beyond asking agencies to guard against the release of data with personally-identifiable information, the policy directs agencies to account for the "mosaic effect" of data aggregation. The mosaic effect occurs when information alone is not identifiable but when coupled with other available information poses a privacy or security risk. Emergence on the Web: Cyberspace and the Science of Complexity. Emergence on the Web: Cyberspace and the Science of Complexity by: Selena Sol.
National Center for Digital Government. Home > about > objective The objectives and expected contributions of the National Center The scholarly and practical needs for a center are both urgent and critically important.
In the academy, social science research has so far neglected to confront fundamental changes in information processing and communication and their implications for central bodies of theory. As a consequence, a generation of graduate students are without adequate intellectual guidance and support thereby weakening the future research capacity in this domain. Government doesn’t get complexity. The London 2012 Olympics was a blinding success.
Universal Credit is struggling. Why do some government things go well and others not? The reason – complexity. This is not the garden variety “something jolly complicated” sort of complexity that most of us talk about, but complexity in the specific sense of a “complex system” – a system composed of many independent parts that behaves unpredictably as a result of interactions between those parts. Working with this sort of complexity requires a markedly different mindset.
Complexity experts distinguish between complicated and complex situations. On the other hand, dealing with something like poverty is complex. Government investigations of significant IT failures do not seem to recognise the effects of complexity. The problem is not in plans, people or methods – it’s in mindset. This is not to say we should be abandoning programmatic approaches, but we should be ready to see where complexity is having an effect and respond appropriately.
Value chain mapping - learning to use IT as a strategic weapon. Issues such as cloud, the use of “open” as a tactical weapon, new forms of organisation and the exploitation of ecosystems are all important to today’s IT leaders – but it’s often even more critical to discuss not only these tools of the trade, but how companies learn to play the game of using IT as a weapon.
There are many different aspects to organisational learning from empowerment of individuals to continuous learning to system connection to strategic leadership. All of these are enhanced by the introduction of a map of the landscape. In fact mapping, like viewing the board in a game of chess, is essential to any form of gameplay, and that includes IT: With a map, it becomes possible to see where an organisation could attack, and from this, the “why” - a relative statement of why here, over there - can be determined.
With a map, it becomes possible to visually describe the connections and to have a common reference model for collaboration and discussion. It doesn't have to be like that. Complexity, Planning & Urbanism.