By Alan Balutis, Dan Chenok, Greg Giddens, Stan Soloway and Jim Williams – The pace of technology is more rapid today. Government, like the commercial sector, has changed its approach to the concept of programs, shifting to a model in which modular steps and agile processes have largely displaced traditional, large-scale “waterfall” strategies. Still, the need for strong program management skills remains central to success.
But, outside of the Department of Defense and a few civilian agencies, program management is not ‘institutionalized’ as an established management discipline.”
- First, we believe there needs to a clear line of leadership. Program management is a core component of agency success and should be treated and embraced as such.
- Second, we need to establish clarity of responsibility and accountability for the delivery of program results.
- Third, with the establishment under PMIAA (Program Management Improvement and Accountability Act) of the program management career field, we must move quickly to design and implement a consistent training and professional development process for program managers, as well as a clear and contemporary set of requirements for hiring them.
- Change management, a skill critical to driving success in managing complex programs involving multiple stakeholders, should be a key element of this curriculum.
- Fourth, to help program managers continue to grow and learn, OMB (Office of Management and Budget) should ensure that the Program Management Policy Council created by the statute is set up effectively.
With these building blocks in place, agencies can zero in on what is most important: performance. Programs fail for many reasons, including inadequate governance, meaningless metrics, and insufficient capacity for or willingness to change. Strong program management can help overcome each of those barriers; without it, they are likely to endure. more> https://goo.gl/PHG67A
Posted in Business, CONGRESS WATCH, Economic development, Economy, How to, Leadership, Net, Regulations
Tagged Business improvement, Congress Watch, Government, Leadership, Organization, Productivity, Program management
Octopus And Squid Evolution Is Officially Weirder Than We Could Have Ever Imagined
By Signe Dean – They edit their own genes!
Just when we thought octopuses couldn’t be any weirder, it turns out that they and their cephalopod brethren evolve differently from nearly every other organism on the planet.
In a surprising twist, scientists have discovered that octopuses, along with some squid and cuttlefish species, routinely edit their RNA (ribonucleic acid) sequences to adapt to their environment.
This is weird because that’s really not how adaptations usually happen in multicellular animals. When an organism changes in some fundamental way, it typically starts with a genetic mutation – a change to the DNA.
Those genetic changes are then translated into action by DNA’s molecular sidekick, RNA. You can think of DNA instructions as a recipe, while RNA is the chef that orchestrates the cooking in the kitchen of each cell, producing necessary proteins that keep the whole organism going.
But RNA doesn’t just blindly execute instructions – occasionally it improvises with some of the ingredients, changing which proteins are produced in the cell in a rare process called RNA editing.
When such an edit happens, it can change how the proteins work, allowing the organism to fine-tune its genetic information without actually undergoing any genetic mutations. But most organisms don’t really bother with this method, as it’s messy and causes problems more often that solving them.
“The consensus among folks who study such things is Mother Nature gave RNA editing a try, found it wanting, and largely abandoned it,” Anna Vlasits reports for Wired.
But now it looks like cephalopods didn’t get the memo. more> https://goo.gl/A1TS6O
By Chris Bryant Tara Lachapelle – The global M&A boom has left a giant footprint on corporate balance sheets, and we’re not just talking about all that debt. Goodwill — the difference between what assets are worth on paper and how much an acquirer paid for them — is also soaring, and that could spell trouble for corporate earnings.
At S&P 500 companies, goodwill has risen by two-thirds over the past decade and accounts for more than one-third of net assets.
In the past two years, takeover targets have sold for a median of 11 times Ebitda — essentially 11 years of profit — whereas the multiple was only about 7-9 times in the years leading up to the recent merger frenzy.
As for who’s sitting on the most absolute goodwill, beer takes the cake. Anheuser-Busch InBev SA’s goodwill doubled to a cool $136.5 billion after its $100 billion takeover of SAB Miller Plc.
Impairments deplete shareholder equity, which makes lenders and bondholders nervous. Companies that financed takeovers with lots debt are particularly exposed. more> https://goo.gl/Ube7e8
Posted in Banking, Business, Economy, Education, History, Leadership, Media, Net
Tagged Business, Capital, Debt, Financial crisis, Government, Leadership, M&A