贝丝Noveckis a professor in the Technology, Culture and Society department at the New York University Tandon School of Engineering, where she directs the Governance Lab (GovLab) and its MacArthur Research Network for Opening Governance. She is an adviser on digital governance to Germany’s Chancellor Angela Merkel.
最近，她被新泽西州州长任命为该州首任首席创新官高级职员（CIO）。布林克和诺维克教授谈了谈，问他新研究的目的Jersey’s Innovation Office.
The second thing is changing the culture of government. How do we get more agile and effective at solving problems? Whether the problem deals with employment, or food deserts, or homelessness, or economic growth and job creation, it doesn’t really matter what the issue is. Part of what we’re trying to do is to ensure that people working in state government have the same skills that my team has in the innovation office in terms of their knowledge of how to talk to residents about what the problems are.
And then finally, it’s to focus on how we invest in technology and innovation to be able to enhance our economies? So that’s the external-facing agenda. We are on track to move half of our energy use to wind very soon. But we have to think about how we do that for the benefit of all people. So we’re thinking not only about how we build those wind farms, but also about how we train people who are going to do those jobs, those green collar jobs for the future.
A lot of innovation comes from the private sector and many of the tools that we take advantage of and a lot of the know-how that you need is found in the private sector.
A lot of innovation comes from the private sector. Many of the tools that we take advantage of and a lot of the know-how that you need is found in the private sector. So we’re very much focused on how we build multisectoral partnerships among different sectors that include the private sector, but also universities and nonprofits, philanthropy, et cetera.
We’re a different ecosystem in New Jersey and we’re not quite as geographically concentrated the way they are in the Bay Area, but I’d like to do more with both companies and universities to take advantage of their talents and their desire to help and to address solving challenges together.
BRINK:Is there a role model in your mind, maybe not even in the states, of how the public and private sectors interact together successfully?
诺维克教授：Let me give you one or two quick examples in terms of role models. So one is just the bringing together of various sectors to pool know-how and funding. If you look at something like DFAT, the Department of Foreign Affairs and Trade for Australia, it created something called the Innovation Exchange to promote solving development problems and, at the same time, promote economic growth and job growth in Australia by running prize challenges supported by industries.
At the same time, it’s easier to retain an employee when they get to work on solving a compelling problem, like child hunger or the opioid crisis. When your day job is helping rich people get richer and crunching numbers for that purpose, it’s kind of nice to work on a social good problem. That can be a great way to help retain employees.