Reflections on Reform: Implementing Management Reform

Tuesday, January 30th, 2018 - 15:20
Blog Co-Author: Mark Abramson, Leadership Inc. This blog is two in a series.  The IBM Center for The Business of Government turns 20 this year. To commemorate this milestone, we are undertaking a year-long effort to both look back over the last 20 years and to look ahead to envision what government might look like in the next 20 years.

Next Steps in Improving Government Performance

Monday, January 29th, 2018 - 14:48
A new study released today by the National Academy of Public Administration says there has been a missing step.

Seven Steps for Creating a Bottom Line in the Government

Tuesday, October 17th, 2017 - 14:15
The Challenge Absence of an objective, credible and meaningful bottom line for government agencies is arguably the single biggest challenge in managing government. Most of the management problems we observe in government agencies are ‘symptoms’ resulting from the missing bottom line in this sector.

Indian Government Reform Priorities: Lessons for the U.S.

Thursday, June 8th, 2017 - 10:13
I was in India recently, along with IBM Center Executive Director Dan Chenok, to participate in a forum entitled “The Business of Government: Learnings from Global Experiences,” which was co-sponsored by the IBM Center for The Business of Government along with the National Institution for Transforming India, the Federation of Indian Chambers of Commerce & Industry, and the Indian School of Business. The goal was to discuss best practices in effective service delivery and governance, and how thought leadership from academia and business might support the Indian government going forward.

Weekly Roundup: May 29 – June 2, 2017

Friday, June 2nd, 2017 - 11:01
John Kamensky Risk & Reform. In an op-ed for Government Executive, Linda Miller writes: “Making decisions about which programs to eliminate or how to restructure the organizational functions of an agency is a challenge. It’s even more difficult when an agency lacks adequate information on either performance or risk or a mechanism with which to analyze it.”

Weekly Roundup: April 17-21, 2017

Saturday, April 22nd, 2017 - 14:32
  John Kamensky

Citizen Engagement: A Pathway for Government Reform

Monday, April 3rd, 2017 - 14:16
I recently participated on a citizen engagement roundtable with leaders from a variety of agencies, moderated by FCW, as part of a broader set of panels on citizen engagement (see FCW's summary here).

Interagency Performance Targets: A Case Study of New Zealand’s Results Programme

Monday, March 6th, 2017 - 10:32
New Zealand has been a beacon for government reforms for almost three decades. While the New Public Management Reforms of the late 1980s made agencies more efficient and responsive, they also created a new problem; agencies struggled to organize effectively around problems that crossed agency boundaries. New Zealand undertook a new round of reform in 2012 to address ten important and persistent crosscutting problems.

From the Editor's Desk

Monday, July 18th, 2016 - 9:01
Posted by: 
This edition of the Business of Government magazine highlights strong leaders with the right talent who are charged with executing the business of government. These leaders are responsible for a vast array of government missions that comprise a significant chunk of the federal government budget.

Moving Forward with FITARA: Agency CIOs Can Lead Real and Lasting Change

Thursday, November 19th, 2015 - 10:26
The scenario: A House government oversight subcommittee chairman and ranking member have a strong interest in how agencies are managing technology, in light of a new law that gives agency CIOs more leverage over operations. The subcommittee leaders ask the Government Accountability Office to assess agency performance in key areas, and the subcommittee then takes the assessment and assigns grades that come back with far more Ds and Fs than As and Bs.
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