Federal leaders for government-wide acquisition and information-sharing initiatives have joined forces with technology suppliers to hammer out a new set of recommendations to identify and use the government’s information sharing standards and requirements.
The goal of the recommendations is to enhance national security, increase efficiency and reduce costs by improving collaboration between government and industry in developing open interoperability standards and incorporating them into commercial products Keep reading →
The spirit of necessity has taken hold and U.S. Cyber Command, the National Security Agency (NSA) and even the Department of Homeland Security (DHS) along with the office of the Director of National Intelligence (ODNI) are sharing cyber intelligence with critical infrastructure providers and technology companies in the private sector.
The past three weeks worth of 
If the experiences of DHS and ODNI are any guide, the success or failure of reorganization may depend on dynamics and relationships that transcend the immediate borders of the new department or agency.
While in the throes of merging multiple agencies and thousands of employees nearly a decade ago, DHS and ODNI leaders became so focused on the mission — keeping Americans safe — that key management functions often fell through the proverbial cracks and ultimately weakened capabilities.
An in-depth analysis of flaws in DHS and ODNI reorganization efforts shows both would have benefited from strong leadership to articulate the mission and the reasons for change, guide the transformation, and meld together disparate entities and management approaches.
Along with the obvious turmoil and political strife caused by the events of Sept. 11, 2001, the historic tragedy set in motion the most significant government reorganizations in decades in the homeland defense and intelligence communities.