With no precedent to guide them, governments must create a strategy for reopening economic and social life. A graduated plan, governed at the national level and implemented at the local level, offers flexibility and opportunities for learning.
Governments must start planning for a post-COVID-19 world that brings bigger benefits to more of society and business. Three priorities stand out.
Economic crises often come without warning. But governments can use these events as opportunities to advance long-term goals and bolster competitiveness.
The public sector is adopting agile but not yet at scale.
Governments need new structures that are suited to today’s world, but implementing a dramatic overhaul is tough. Here’s how public sector leaders can get started.
Like for-profit organizations, public-sector agencies can use impact centers and new ways of working to collaborate, streamline processes, and improve change management.
Infrastructure is a powerful driver of economic development and the overall well-being of citizens. Here’s how two countries—India and Indonesia—have made impressive improvements.
The digital revolution presents huge opportunities for developing nations that have the right strategies and can mobilize their entrepreneurs and pools of hidden innovators.
Governments need a dashboard—one that tracks not just economic growth but also citizens’ well-being and happiness levels—in order to understand how their performance stacks up.
Explore the SEDA interactive to find out how countries compare when it comes to the well-being of their citizens—and which nations are making the most progress.
Innovative practices in response to the crisis suggest an emerging model for fighting any disease and managing populations’ health.
Through strategies of combination, hospitals can take the lead in creating more integrated health systems that deliver better outcomes at lower cost.
Hospitals are increasingly buying medtech products and services less on the basis of initial purchase price and more on the total value they create—for patients, clinical staff, and society.
Health systems should approach value-based payment holistically—as one element in a broader transformation agenda.
To deliver improved value to patients, national health systems must rethink their approach to health sector governance.
Screening for the high-risk cases is the default in AI risk assessment. But finding the low-risk cases is a much better place to start.
Realizing the full potential of AI will take more than developing IT capabilities. The public must trust that its use will be both legal and ethical.
The acting administrator of the US Digital Service wants to make using government services as easy as checking your bank account on your mobile phone.
Most government-directed digital transformations fail in entirely predictable—and avoidable—ways. Don’t fall into these five traps.
Building a public sector that is fit for the future requires governments to digitize existing processes and services—at a minimum.
A growing global skills mismatch offers tremendous opportunities for institutions and businesses to step up, upskilling and reskilling today’s workforce.
As COVID-19 widens the gap between supply and demand, countries cannot stop at short-term measures—they must plan strategically for skills in a recovering economy.
Countries must strive to achieve human-capital development that serves the economies of tomorrow.
Defense agencies receiving a surge in COVID-19 stimulus funds must urgently adopt new patterns of procurement.
Platforms and procurement models are evolving rapidly, offering improved intelligence, surveillance, and reconnaissance capabilities to militaries and boosting a fast-growing market. To capitalize, defense contractors can’t rely on the business models of the past.
Militaries are at risk of missing their operational targets. Three HR reforms from the private sector can ensure they have the people and skills they need.
The acquisitions process is notoriously time-consuming and onerous, but governments can attract stronger bids—and get quicker results—by taking action in five key areas.
When used in conjunction with conventional methods, market-informed design and sourcing (MIDAS) can help governments deliver more successful procurement outcomes and greater financial and nonfinancial value.
Startups are revolutionizing nearly every segment of the US economy. To partner with more of these companies, the government must communicate with them more effectively and modify its approach to contracting.
Local problem solvers can drive change for city residents—but only if municipal governments embrace less prescriptive, more collaborative models.
Cities are getting smarter about mobility. And with agile approaches, they can unleash the true power of apps, big data, and other technologies to unclog transportation networks.
Digital platforms are likely to be the next game changers in city transport—but providers must reconcile conflicting stakeholder needs to emerge as winners.
As cities become larger, governments strain to meet the needs of growing populations. Technology can help, but it’s only one part of a broader solution.
