The reality is that if you do not have a very strong brand ethic to work against, disagreements and turf battles on the inside easily divert time and attention from the unifying focus that any organization must have: the customer.
What is your organization supposed to do? Just do it. That is your brand.
Anything else must be ruthlessly chopped away, no matter how painful that may be.
* All opinions my own.
Just uploaded this slide today. It's a one-pager I put together to explain what our Office does at the National Archives.
Basically, we look for faster, better, cheaper ways to promote public access to historical records.
The most efficient way to do that, obviously is to put those records on the Internet.
But one of the most frequently overlooked issues concerns the importance of private sector partners who will display that data where the public actually congregates.
This is step 4 of the wheel.
It is no small feat to get our data organized, consistent and uploaded. As much of it as possible.
But after that, you've got to get those raw feeds out where people can see them.
The web is good.
Social media is better.
Wikipedia is better - we're doing a lot of work there.
But it would be best if every piece of information we had in our catalog, were available wherever the public consumes information.
And even beyond that - imagine if the public could crowdsource what they see in front of them, and add more information than is available to the government.
Talk to each other, and refine the data together.
Eventually, with all of it connected at the meta-level.
Pretty wild, right?
That's the vision of Open Data - and the government cannot do it alone.
* All opinions my own.
- The Kardashians
More than that, you've got to show the most fiery part of your soul right there on the surface. Don't bury it under a lot of irrelevant talk. Unlike the rest of life, people are looking only for the main and most relevant idea.
- How many requests? Week to week? Year over year?
- What types of requests?
- How fast were they fulfilled? Were they on time? Did we prioritize?
- How happy were the customers? Or would they claim that we missed a requirement, one added in the hallway during a conversation about weekend golfing and scope?
- How about the employees? How was morale? What was the division of labor?