Public Agency Technology Planning and Strategy Expertise

Trusted partner... Isn't that what we all want from our vendor relationships? The best relationships aren't built on products. They're built on trust, honest conversations, and helping clients make confident decisions that create lasting impact. This is the work we do every day at MGT. Let us help make the complex manageable.

After several iterations the AARG Policy Lab is ready to pilot its 1.0 suite of unique Municipal & Organizational solutions. Designed and built to local specification-AARG delivers executive level quick reviews useful to inform the board; 90 minute readiness assessment with scorecard; and the Decision Support System designed to better inform, equip leaders to effectively navigate crisis, disaster and emergency situations.

𝗪𝗛𝗔𝗧'𝗦 𝗜𝗡 𝗢𝗨𝗥 𝗟𝗜𝗕𝗥𝗔𝗥𝗬 📖 Effective Decision-Making: How to Make Better Decisions Under Uncertainty and Pressure by Edoardo Binda Zane Knowing decision-making tools is one thing. Knowing which one to use — and when — is another. This practical guide brings together dozens of methods and organizes them around the decision process: understanding the context, defining the problem, generating options, evaluating alternatives, making individual or team decisions, and learning from what follows. From familiar tools like SWOT, decision trees, and cost-benefit analysis to lesser-known approaches, each is presented as a practical tool you can put to work. Society of Decision Professionals (SDP) | A Great Decision Every Time wants to know, where in your decision process could you use a little more structure? 📖 Explore more resources in the SDP Library: https://lnkd.in/dCGtRxZp #DecisionMaking #DecisionQuality #DecisionExcellence #SDP

💡Want to learn how our ability to optimize your stakeholder identification? Learn about our creative process in our “Big Picture” article on the MRG Bulletin! 🔗 Read the full issue: https://lnkd.in/esbkdmKG

This rapidly emerging Information Technology and Program Management Consulting Firm, and increasingly relevant partner, was awarded a 1-year contract to provide program management and analytical support services to the USCG. ==>> https://lnkd.in/eVmDzHeb Doug Garnett-Deakin | John Kennedy | Jeff Fisher| David Heymsfeld | Jon H. Steen | Ed Jankowski | Joel Woodson | JPI

Most boards do not miss the signal because there was no report. They miss it because the report looked like routine noise until it became an outcome. Before the next board agenda closes, ask one forward-looking question: what changed in performance, regulation, technology, talent, or the market that standard reporting does not yet explain? The job is not to predict every disruption. It is to identify which developing issue deserves a sharper question before the next review makes it obvious.

Sometimes you can feel that the operation is heavier than it should be, but you cannot yet tell whether the problem is capacity, decision-making, ownership, or the systems underneath the work. I created two places to start: Take the Operational Trust Index™ if you need a quick read on where the pressure may be pooling: https://lnkd.in/eCaah6hy Read NJW Insights if you want to see how I examine decisions, handoffs, workload, governance, and the systems behind delivery: https://lnkd.in/eM_6zymW Start with the diagnostic if you need to name the pressure. Start with the Insights if you want to understand the operation underneath it.

lesson 3 of 30 from 30 years, 30 lessons, The Information Trap: Why Perfect Boards Fail and How to Bridge the Governance Gap

A scenario without a decision attached is still just a forecast. Every scenario plan needs three things. Threshold. Owner. Pre-decision. Threshold: What exact number or event means we stop watching and start acting? Owner: Who has the authority to act without calling another meeting? Pre-decision: What have we already agreed they should do? Simone's original plan had ranges. Mild: 0–10% cost increase. Moderate: 10–25%. Severe: 25%+. Ranges described the risk. One number let procurement act. Her team rebuilt it around a decision: If vanilla crosses $400 a kilo, procurement can lock the backup contract immediately within agreed volume and terms. One sentence. The threshold is $400. Procurement owns the decision. The action is already approved. The next disruption didn't require three weeks of debate. It required someone to see the number and act. That's what scenario planning should create. Decision readiness. Which scenario in your plan has a range, but no clear point where someone is expected to act? #TheScaleTrap #ScenarioPlanning #DecisionThresholds #FinancialLeadership #LaunchPoints

A decision can seem finalized on paper but remain unsettled in practice. The minutes record approval. An owner and deadline are named. Yet, when implementation begins: • One partner believes the group approved only further exploration. • Another expects the decision to return to the agenda for final authorization. • A third has already started acting as though the matter is closed. This isn’t always a follow-through problem. The parties may never have actually reached the same decision. Before asking people to act, examine five elements: 1. Problem: Are the parties solving the same problem? 2. Priority: Which outcome governs when desirable goals compete? 3.  Authority: Who contributes, consents, decides, can block, and owns implementation? 4. Closure: What remains open, and what would legitimately bring the decision back for review? 5.  Commitment: What will each party do, especially when the outcome isn’t its preferred one? Ask the people responsible to answer these questions separately. Differences in their answers reveal what still needs to be negotiated, clarified, or decided. Reconsidering a decision can be responsible when evidence, conditions, or affected perspectives materially change. The risk is repeated renegotiation without an agreed basis for doing so. Our latest ISG Insight offers a practical decision-clarity check and a simple decision record for leaders working across institutions, sectors, and communities: https://lnkd.in/gg_4XaSr #ISGInsight