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Sunday, November 24, 2024
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Kevin Lynch, Jim Mitchell, and Paul Deegan

Kevin Lynch was Clerk of the Privy Council and vice chair of BMO Financial Group. Jim Mitchell is an adjunct professor at Carleton University and a former assistant secretary to the cabinet, machinery of government. Paul Deegan was a public affairs executive at BMO and CN and served in the Clinton White House.

Policy-making in a crisis: preparing for the unexpected

  • Governments need to invest more in foresight capacity, scenario planning, advanced analytics and in early warning systems rather than relying on static forecasts. Consider
Opinion | BY KEVIN LYNCH, JIM MITCHELL, AND PAUL DEEGAN | February 22, 2023
Since 1968, we have seen an ever-increasing over-centralization of decision-making in the PMO, which has now become the bane of day-to-day government operations. It would be a disaster in a crisis. Alignment of objectives, delegation of responsibility, and speed are key in managing crises. The Hill Times photograph by Andrew Meade

Policy-making in a crisis: preparing for the unexpected

Opinion | BY KEVIN LYNCH, JIM MITCHELL, AND PAUL DEEGAN | February 22, 2023
  • Governments need to invest more in foresight capacity, scenario planning, advanced analytics and in early warning systems rather than relying on static forecasts. Consider

Policy-making in a crisis: preparing for the unexpected

Opinion | BY KEVIN LYNCH, JIM MITCHELL, AND PAUL DEEGAN | February 22, 2023
  • Governments need to invest more in foresight capacity, scenario planning, advanced analytics and in early warning systems rather than relying on static forecasts. Consider
Since 1968, we have seen an ever-increasing over-centralization of decision-making in the PMO, which has now become the bane of day-to-day government operations. It would be a disaster in a crisis. Alignment of objectives, delegation of responsibility, and speed are key in managing crises. The Hill Times photograph by Andrew Meade

Policy-making in a crisis: preparing for the unexpected

  • Governments need to invest more in foresight capacity, scenario planning, advanced analytics and in early warning systems rather than relying on static forecasts. Consider
Opinion | BY KEVIN LYNCH, JIM MITCHELL, AND PAUL DEEGAN | February 22, 2023
Since 1968, we have seen an ever-increasing over-centralization of decision-making in the PMO, which has now become the bane of day-to-day government operations. It would be a disaster in a crisis. Alignment of objectives, delegation of responsibility, and speed are key in managing crises. The Hill Times photograph by Andrew Meade

Policy-making in a crisis: preparing for the unexpected

Opinion | BY KEVIN LYNCH, JIM MITCHELL, AND PAUL DEEGAN | February 22, 2023
  • Governments need to invest more in foresight capacity, scenario planning, advanced analytics and in early warning systems rather than relying on static forecasts. Consider

Policy-making in a crisis: preparing for the unexpected

Opinion | BY KEVIN LYNCH, JIM MITCHELL, AND PAUL DEEGAN | February 22, 2023
  • Governments need to invest more in foresight capacity, scenario planning, advanced analytics and in early warning systems rather than relying on static forecasts. Consider
Since 1968, we have seen an ever-increasing over-centralization of decision-making in the PMO, which has now become the bane of day-to-day government operations. It would be a disaster in a crisis. Alignment of objectives, delegation of responsibility, and speed are key in managing crises. The Hill Times photograph by Andrew Meade
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