Vaccines Aren’t the End of the Fight, but the End of the Beginning
Governments cannot let the most vulnerable be the least protected again. Countries, regions, and states can still get the rollout right through science, hard work, and vigilance.
Governments cannot let the most vulnerable be the least protected again. Countries, regions, and states can still get the rollout right through science, hard work, and vigilance.
Governments can support the industry not just for its own sake, but also as part of a broader transformational response.
Governments must start planning for a post-COVID-19 world that brings bigger benefits to more of society and business. Three priorities stand out.
COVID-19 has massive implications for governments, including increased demand for public services and the need to improve resilience. To adapt, leaders must rethink governments’ roles and processes.
COVID tests, risk color-codes, quarantines, and contact-tracing software will become standard parts of international travel for the next few years.
As long-term threats to society loom, governments need to be ready if they are to safeguard the well-being of individuals and communities.
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.
The Future Skills Architect tool enables governments and businesses to accurately and effectively address the problem of mismatched workforce skills and tasks.
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.
Nations that decide to help local businesses need a well-executed plan that is part of a broader economic development approach.
The digital revolution presents huge opportunities for developing nations that have the right strategies and can mobilize their entrepreneurs and pools of hidden innovators.
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.
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.
Beyond Great
How to build sustainable business advantage in a world where great is no longer good enough.
Organizations must build on the momentum from their response to the crisis, delivering better care at lower overall cost and becoming more resilient to future disruptions.
Innovative practices in response to the crisis suggest an emerging model for fighting any disease and managing populations’ health.
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.
Governments have been slow to adopt this technology, but they now have the right opportunity and incentives to do so.
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.
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.
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.
As economic pressure grows and budgets shrink, procurement officials need to revise their negotiating strategy with contractors so they get more for their countries’ money.
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.
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.
