In the last decade, technology has transformed business, media and education. Telecommuting and web conferencing are increasingly common solutions to the problem of expensive travel. New applications like Twitter and Facebook make it easier for people, businesses and brands to connect. Leaving aside the question of paper books, there are few reasons to mourn the “dead tree” system of publishing, and that is only one of the ways digital and social media will change society in the years to come.
That’s hardly news to many businesses, but one of the industries most in need of structural and cultural improvements—local governance—still struggles with strong biases against digital media, social media and change in general. Among the forces preventing local governments from adopting digital technologies and new applications: concerns about intellectual property, preservation, accessibility and technical support; a generally weak information technology infrastructure; and administrators who are uncomfortable with the idea of mobile or social media technologies in the workplace.
It doesn’t need to be this way. If they implement social and digital media programs now, local governments are poised to take the lead in the social media revolution for the following reasons:
- While many other industries will struggle to survive the next decade, government is expected to grow.
- Budget pressure will force many smaller government agencies to explore alternate forms of communication, public education and advocacy.
- A large pool of highly skilled, highly educated, media-savvy young workers is already available to government agencies at bargain rates.
- Small government agencies–especially those with significant public access, like libraries and employment organizations–could be ideal testing environments for new software, applications and software. By participating in research and development, government agencies can influence both raw software development and emerging standards for social and digital media in both large public programs and private enterprise.
What emerges is a future in which small governments and state agencies look–and function–like technology start-ups, incubating new ideas and delivering improved services to the people who need them most. Over the next few weeks I’ll be blogging about how state governments can seize advantage of new applications, changes in corporate culture and a new generation of media-savvy younger workers to build a culture of flexibility and competence over the next decade.
This week: Three emerging trends in human resources that could help governments modernize and minimize.
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