#department-of-government-efficiency-doge

#department-of-government-efficiency-doge

"This administration has ground fair housing enforcement to a halt. Worse, they're picking and choosing which protected classes count."

Keep state as close as possible to where it's actually used. Lift it when multiple components need it or you need to coordinate behavior between components.

Among the 189 CDO and other data leader respondents to the annual survey conducted by the nonprofit, nonpartisan Data Foundation, about 40% said they had lost six or more employees last year.

HHS Chief Information Officer Clark Minor stated that consolidating the CTO, CDO, and CAIO roles within his office allows the department to move faster on shared platforms and protect systems more effectively.

In this new season, I'm asking how the Trump White House is rewriting the rules of U.S. politics, and talking to Americans whose lives have been changed as a result. Today's episode examines the destruction of the civil service: the removal of professionals, and their replacement with loyalists. I've seen this kind of transformation before, in other failing democracies. Everyone suffers from the degradation of public services.

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Understanding the difference in purpose Unlike private businesses, which exist to make a profit, public institutions are designed to create impact - especially social and economic outcomes that benefit everyone, not just paying customers. A public agency doesn't measure its success in revenue or margins, but in how much it improves lives, builds equity and maintains public trust. This doesn't mean budgets and spending don't matter - they absolutely do - but money is not the goal. It's the tool.

Watching how much the team was able to get done quickly was "astonishing," said Mikey Dickerson, a senior advisor for the Tech Viaduct. Those behind Tech Viaduct say that Elon Musk's team caused harm that will take years to undo, but it also showed how much can get done in government when you have the force of political will behind you.

The average CEO makes over 280 times what their company's line worker earns. This is more than 10 times the ratio observed in the 1970s. Looking just at the salaries and bonuses of Fortune 500 CEOs, financial executives, top university presidents, and even some directors of the larger non-profit organizations, you would think that these leaders are performing at high levels-at least levels high enough to justify their huge compensation. Unfortunately, that's not often the case.

I see this daily in veterinary medicine, where high burnout rates cost the sector upwards of $2 billion per year. It's a challenging environment with long hours, stressful workloads and patients that can't even tell you what's wrong. But I've found that the best way to boost performance and even increase capacity with maxed-out teams is to address the underlying operational issues.

Kemi Badenoch's recent ridiculing of the prime minister over a supposed U-turn on digital ID plans (Keir Starmer denies change to digital ID plan is yet another U-turn, 14 January) is the latest example of a frustratingly narrow view of leadership. To the Conservative leader, adapting a policy is a sign of no sense of direction; to those of us who work in product management, it looks like necessary iteration of the process.

Between the lines: This isn't benevolence. It's customer acquisition. Mayors don't just buy "AI." They buy cloud, data modernization, cybersecurity, services, and long-term support - the tech stack underneath any serious deployment. In return, cities get tools that could fix long-standing challenges, Cris Turner, vice president of government affairs at Google told Axios last June when it first released its playbook.