Author: Alicia Llewellyn

Unleashing Algorithms, Analytics, AI and Automation

At the intersection of the two forces of mission and technology is NASA’s need to embrace automation, algorithms, analytics, and artificial intelligence to transform human capital programs and services. Advances in technology will allow organizations to better organize and distribute work tasks to qualified individuals, replacing or outsourcing others and generally augmenting the existing workforce. As machines continue to perform tasks and replace certain human functions, replacing organizations will be able to more efficiently assess real-time data, assign responses, allocate tasks based on assessment, streamline knowledge driven processes, and enable more objective decision-making. NASA is developing advanced technical capabilities in automation, algorithms, analytics, and artificial intelligence. NASA has established a People Analytics capability to establish core tools, identify data sources, define a data architecture, address data privacy and data governance concerns and develop new data-driven insights to inform decision making.

INSIGHTS
Drawing upon fields as disparate as computer science, cognitive psychology, philosophy, neurology, and others, technology is a rapidly emerging from the realm of technological research and being applied in government. These changes are fueled by the advancements in automation, algorithms, analytics and artificial intelligence. This technology is distributing and redistributing work tasks to qualified individuals, replacing or outsourcing others, and generally serving to augment the workforce. This reality opens up incredible new possibilities that will inevitably transform the future of work.

Research reveals 76 percent of respondents believe that cognitive technologies will “substantially transform” their companies within the next three years (Deloitte Bersin, 2018). As machines start to think and act more like humans, the promise is that organizations will be able to more quickly and efficiently assess real-time data, assign responses, and allocate tasks based on automated assessment (Centre for Public Impact, 2017).

The application of such technologies will move from simply delivering services more efficiently or informing decision making to ultimately augmenting the role of humans in the workplace. Studies predict that as many as 47 percent of all US jobs may be automated within the next 20 years (Osborne, 2018).

CHALLENGES
The automation revolution has huge potential to transform NASA, but significant technical, legal, and policy issues exist related to tools and technology. NASA’s ability to adopt new technology is limited and access to data is hampered by systems that are siloed and poorly integrated. NASA must accelerate efforts to modernize the Human Capital IT (HCIT) landscape to address the lack of access to data, tools, and technology and realize the performance advancements promised through AI, automation, and analytics. Further, NASA must prepare it’s workforce to embrace the implementation of new technologies.

OPPORTUNITIES
Embracing the automation, algorithms, analytics, and artificial intelligence could unleash powerful possibilities for NASA. Machine learning algorithms can be used to spot trends in pattern recognition and avoid past mistakes. Natural language processing can improve onboarding and personnel management. Automation can streamline internal processes, including those related to document classification, discovery, retrieval and content moderation;. Artificial intelligence can inform decision making and be used to improve resume evaluation and performance review. Each of these possibilities are within Agency reach. NASA has established a People Analytics capability to establish core tools, identify data sources, define a data architecture, address data privacy and data governance concerns and develop new data-driven insights to inform decision making.

About the Authors

Nick Skytland | Nick has pioneered new ways of doing business in both government and industry for nearly two decades. He leads the Future of Work initiative at NASA and is the Agency Talent and Technology Strategist in the Talent Strategy and Engagement Division within the Office of the Chief Human Capital Officer (OCHCO).

Digital Transformation

At the intersection of mission, technology, and place is NASA’s need to modernize for a digital-forward future. Digitalization, the process of moving toward digital business, is occurring everywhere and remains an ongoing process across the federal government. Digital transformation leads to more informed decisions, increased operational efficiency, and streamlined processes.

INSIGHTS

Today, we are witnessing the disruption of almost all processes, practices, and industries by digital technology. Digitalization, the process of moving toward digital business (we acknowledge that digitalization, digitization, and digital transformation are often used interchangeably) is occurring everywhere. Digitalization remains an ongoing process across the federal government; in the coming decade, digital transformation is likely to be the most important factor in reshaping government. Yet the government (and public policy) are far behind the rate of change.

Since NASA’s initial digital strategy was developed in 2015, the Agency has continued to work toward “changing the way we do business,” and has become more information-centric, customer-centric, and platform-driven while attempting to balance the pull of security and privacy concerns. Such changes continue to disrupt NASA, enabling new insights and new possibilities.

CHALLENGES

Digital transformation requires more than accessing the appropriate digital tools. A limited ability to adopt or train on new technology, siloed systems, and restrictive data policies stand in the way of NASA’s imperative ability to prepare for a digital-forward future. Organizations not readily embracing digital-first mindsets or “automate everything” mantras will no longer be compatible with the future, much less the work or workforce. Without taking steps toward digital business, NASA risks losing reductions, resources, and ultimately relevance: digital business reaps reductions realized through cost saving on appropriately managing/refreshing IT investments and automating across organizational processes and digitalization frames resources to more effectively utilize and allocate while eliminating waste. Digital transformation is a non-negotiable to remain relevant in attracting critical talent and keeping pace with competitors and partners setting modernization cadence.

OPPORTUNITIES

Disruptions through technological breakthroughs and rapid adoption of new technology are requiring the government to respond or be left behind. Truly transforming NASA through digital technologies will be a journey, but one worth taking.

NASA must collectively assess its digital readiness posture; immediate actions may include  developing a more streamlined approach to evaluate, adopt and procure modern technology and activating a concentrated effort to improve the digital user experience for employees by providing a simple, clear user experience, starting with Human Capital services and platforms. To bring this opportunity to life, consider the dramatic change from filling out tax returns before the online, automated, user friendly TurboTax swept the nation. People even called completing their taxes fun! NASA could adopt the strategy that no new service or tool will be delivered to our managers and employees without this sort of TurboTax interface experience.

NASA must also consider the digital competencies of the workforce. Agency investments in the technology and tools necessary for digitalization are only as valuable as the employees able to access and innovate through their use. Any emerging Agency talent strategy must include the necessity for digital competencies—upskilling, procuring, and refreshing these essential talents to continuously propel the Agency forward.

About the Authors

Nick Skytland | Nick has pioneered new ways of doing business in both government and industry for nearly two decades. He leads the Future of Work initiative at NASA and is the Agency Talent and Technology Strategist in the Talent Strategy and Engagement Division within the Office of the Chief Human Capital Officer (OCHCO).