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24 JUN 2013
Data.gov is a young initiative of President Barack Obama for making raw data available on the Web. In an HBS executive education class for technology specialists, professor Karim Lakhani and the US Chief Information Officer, Vivek Kundra, sparked dialogue about new routes to innovation. Key concepts include: Data.gov makes government data--as long as it does not compromise national security or individual privacy--available on the Web in raw, machine-readable format. Data.gov is part of the Open Government initiative launched by President Barack Obama on his first day in office. As a lean organization with a mandate to move fast, Data.gov posted the first datasets five months later. Its goals are transparency, participation, collaboration, and management of systems and processes. The HBS case study of Data.gov, coauthored by professor Karim R. Lakhani, highlights a number of useful applications sparked by the Web site. One in particular creates benefits for taxpayers by sharing information between the Internal Revenue Service and the Department of Education.
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by Martha Lagace Innovation happens fast and slowly. The GPS applications so prevalent today to guide us from Point A to Point B took their first baby steps nearly three decades ago when President Ronald Reagan encouraged the release of military GPS signals free of charge. Will a key initiative of President Barack Obama-to move government data to the Web-lead to public benefits much faster? Data.gov, the subject of a new HBS case study, taught for the first time this summer, highlights the potential of raw data to spur citizen creativity and practical applications. It also suggests the possibility that organizations in private industry could learn from the example of Data.gov to the extent of unlocking data from individual silos in their firm even though data remain protected within firewalls. HBS assistant professor Karim R. Lakhani, who specializes in the management of technological innovation and product development in firms and communities, co-wrote the case with former HBS professor Robert D. Austin and Yumi Yi to encourage further exploration of the benefits and tactics of open-data approaches.
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ALL AGENCIES WILL HAVE ISSUES, OF COURSE, ABOUT MAKING DATA AVAILABLE, BECAUSE HISTORICALLY THEY MAY HAVE NOT
Joined in class by the Chief Information Office (CIO) of the United States, Vivek Kundra, who oversees Data.gov, Lakhani led the case discussion for 50 technology executives in a weeklong HBS executive education course, Delivering Information Services. The participants-CTOs, CIOs, and other top executives representing fields as diverse as telecommunications, financial services, and pharmaceuticals, as well as government entities in the US and overseas-debated the pluses and minuses of Data.gov's decisions, its organizational realities in the context of their own experience, and tactics to improve its reach and impact. Kundra joined the conversation near the end of class to answer questions and share insights. "There is tremendous interest internationally" in the example of Data.gov, said Lakhani. When the initiative was less than a year old it had already posted 118,000 datasets for public use. "I cowrote the case in part to provide a field guide to suggest how to encourage data openness within organizations and even countries. Some countries, I think, would be better at it: Canada, Scandinavian countries, for instance, and Western democracies generally."
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specific "customer" needs. One executive observed, "What customers do is up to the customers." Changing the face of government: Its example could improve the culture of government. "Getting agencies into the habit of making data available is a good first step," said a CTO in the class. Other agencies want to look good, too. There is pressure on officials to not get left behind. A go-to site for citizens: It centralizes datasets for citizen use. It may cut down on the volume of requests that local agencies need to field on a day-to-day basis. Participants also probed questions of concern: Political window dressing: Will Data.gov release controversial datasets or will it favor uncontroversial information such as health statistics over military casualties? If it releases what is construed by the public as sanitized data, will citizens view the site cynically? Customer needs: As business people, some class participants wanted to see a clearly outlined customer perspective defining customer needs. Tradeoffs for fast growth: Several participants wondered what the endeavor interrupted in local agencies as it began to fulfill its mandate of gathering data. "I don't believe there were no ripple effects," said one executive. Public trust and consistency of data architecture: Does government data match across various agencies? Will inconsistencies raise doubts among the public about data veracity overall? As instructor, Lakhani challenged the executive participants to consider Data.gov as a lean organization needing to fulfill quickly President Obama's mandate without excessive discussion of pros and cons. They would experience similar pressure from an executive directive in any industry, he said. "We have to face tradeoffs when we design and execute. There are different ways to approach the same problem," he said. Several participants in the class agreed. Said one, who works for a government agency, "I can attest that when huge initiatives come along, whatever 'seems impossible' soon becomes a fact of life. To say, 'I need to do a study first' is not a [wise] response."
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recent oil spill in the Gulf of Mexico. Another class participant pointed to an example of high-value data use documented in the Data.gov case study: In Virginia where there were problems with a bidding process, citizens were able to learn where exactly money was being wasted, and take action to stem the tide. A third said that Data.gov should focus less attention on data acquisition than on encouraging private industry to develop applications. "Brand them as 'powered by Data.gov.' The end user, rather than the average citizen, should be a key focus of your strategy," he advised. These views were challenged by one participant, however. For the sake of public trust, he said, Data.gov should focus on transparency rather than commit too much organizational attention to the development of applications. "A problem we face in the United States today is a lack of trust in government officials," he explained. "There is no point in adding services over a foundation we don't trust. The number-one priority of Data.gov should be to restore confidence in our government. The average person should be able to interpret these data."
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http://hbswk.hbs.edu/item/6423.html
government's data, there are security, privacy, and intellectual property concerns about private-sector data. But Data.gov shows that those things are manageable."
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