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Embracing Government 2.0 Leading Trans Formative Change in the Public Sector

Embracing Government 2.0 Leading Trans Formative Change in the Public Sector

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Published by FreeBalanceGRP
Outlines skills needed to leverage Government 2.0 and Knowledge 2.0 in the public sector
Outlines skills needed to leverage Government 2.0 and Knowledge 2.0 in the public sector

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Published by: FreeBalanceGRP on Mar 09, 2010
Copyright:Attribution Non-commercial

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07/10/2013

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Embracing Government 2.0:Leading transformative change in thepublic sector
 
1 Embracing Government 2.0
Introduction
Government 2.0 is driving transformation. Change. Cultural change. Harnessingknowledge, participation, collaboration and innovative ideas through social networksto improve government results. The challenge: employing effective change managementskills in the emerging Government 2.0 open environment.Government 2.0 leverages Web 2.0 and social networking technology. ManyGovernment 2.0 early adopter organizations have embraced transformational changeby leveraging Internet-based applications for social networking. The results arecompelling:Government 2.0—transparency, participation, collaboration—is rapidly growing.Why? Public sector organizations are under increasing pressure to do more with lessand to improve results. To harness knowledge. To modernize management practices. Toimprove productivity with shrinking budgets.After all, government is in the knowledge business: leveraging knowledge to betterserve citizens. Improving food production. Fostering industry innovation. Enhancinghealth. Educating citizens.What proven, pre-Government 2.0 management practices do government leadersneed to prepare for the social collaboration paradigm shift? What new skills dogovernment leaders need to learn?This white paper shows how both proven and emerging change managementpractices enable government leaders to leverage Government 2.0.
•50%ofcitizenswhoengageingovernmentnetworksaremorelikelytovote(DigitalCommunities,2008).•85%ofAmericansbelieveacompanyshouldinteractwithitscustomersviasocialmedia(Larrumbide,2008).•In2009,nearlyoneintwobusinesseswasprojectedtomakeuseofWeb2.0software(Young,Burris&Reiss-Davis,2009).•3%oftheInternetpopulation,ages13-54,usesocialmedia(KnowledgeNetworksPressRelease,2009).
 Web2.0,Enterprise2.0,Government2.0
 
Embracing Government 2.0 2
About the authors
Martha Batorski is a Director at Grant Thornton LLP in theGlobal Public Sector practice. She has over 20 years experienceleading business transformation initiatives in the public andprivate sector in multiple industries. She is currently leadingGrant Thornton’s Government 2.0 and Change Management 2.0practice in the Global Public Sector. Ms. Batorski holds an MS inTechnology Management and is completing doctoral work inOrganizational Change through Pepperdine University.Doug Hadden is the Vice President of Products at FreeBalance, aFor Prot Social Enterprise (FOPSE) software company that helpsgovernments around the world to leverage robust GovernmentResource Planning (GRP) technology to accelerate country growth.He is an industry veteran with an extensive experience in enterprisetechnologies.
Martha BatorskiDoug Hadden
Acknowledgments
The authors wish to thank Kim Patrick Kobza, CEO of INgage Networks, forhis thought leadership in the area of Government 2.0.INgage Networks, Forum One Communications, and FreeBalance arestrategic partners of Grant Thornton LLP.

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