The following illustrations in Figures 17-20 offer two examples of how a PD section might begin to organize its thinking about audiences as they develop activities. The table includes four columns identifying key information that the PD section needs in order to design an effective, evidence-based initiative.
Figure 17.
Figure 18.
Figure 19.
Figure 20.
Two weeks ago week, the Pentagon put Google's Gemini for Government on the desktops of 3 million military personnel, civilians, and contractors. If you have a CAC, you now have access to a frontier AI model cleared to handle CUI. Most people will poke at it a few
A. Introduction The final element of the PD Framework is Learn and Adapt. But it is not the last step, and you cannot wait until the “end” of a program or project to think about how you will assess it and learn from it. In fact, learning and adapting are
This is for team who know their coordination is a mess but don't have the energy for another change initiative. If you've been putting off "fixing how we track work" because it sounds exhausting, this is the smallest-possible-steps version. You can feel the problem.
If you've worked in consulting or government transformation, you've probably encountered kaizen - Toyota's continuous improvement philosophy that revolutionized manufacturing. You might know the Lean methodology it spawned. But there's a less famous Japanese management practice that may matter more for organizational