David Eaves and Kevin Frazier describe how companies chasing rapid growth can find surprising public sector parallels.

Over the last several years, a fascinating trend has emerged among students applying and entering to Harvard’s Kennedy School of Government. A small but fast-growing number are taking classes in data science and machine learning. They’re asking professors for more direct coding experience – and increasingly are critical of the skills imparted by required courses in statistics and data. They’re filling up optional tutorials offered by more tech-savvy parts of the University on GIS, data visualization, and web scraping. There is a broad, large interest in learning more about technology – especially the interaction between technology and governance. This change is being driven by student demand, not supply – and there’s a risk that supply is moving too slowly.

We work with a number of public-sector leaders who want technology innovation to be a cornerstone of their public service and spend much of their tenure sprinting after flashy new tech tools. Some have a clear and genuine goal to improve services or efficiency; others might see tech as a way to motivate headlines and enthusiasm. Regardless of motivation, this approach is a trap.

"What we observed is people often confuse red rules (which cannot be easily changed) with blue rules (which are, at best, guidelines). The reality is procurement law allows for a fair degree of flexibility. Procurement lore does not."

"Across Washington, there are public servants who did not vote Republican who are returning to their jobs to serve the best they can. The current administration has been effective in issuing a call to arms to civic technologists to help government. Now, having created a critical mass of civic technologists in DC, can it hold to continue to have the influence and grow the capabilities a 21st century government needs? Maintaining this critical mass is a test that any effort to institutionalize change must clear."