Submitted by rgordon on Tue, 08/04/2015 - 15:08
Information technology has made possible the availability of real-time data and the tools to display that data, such as dashboards, scorecards, and heat maps. This has boosted the use of data and evidence by government decision makers in meeting their agency and program missions. But what about the use of performance metrics by agency chief information officers themselves?
Submitted by rgordon on Thu, 07/24/2014 - 10:02
The Center has published a variety of reports and related materials that provide ways for government to succeed in the face of constraints. Accordingly, we have brought key findings on this topic together in this compilation, found in the upper left-hand portion of the page, or as individual articles:
Submitted by rgordon on Mon, 04/28/2014 - 09:58
Submitted by rgordon on Fri, 12/06/2013 - 12:58
Incident reporting systems are an integral part of many agencies’ operations. For example, the Veterans Health Administration collects data on incidences of errors made during surgeries, the Food Safety and Inspection Service collects data on incidences of errors in meat inspection plants, and the Occupational Health and Safety Administration collects data on incidences of workplace injuries.
Submitted by rgordon on Wed, 10/23/2013 - 11:55
Today, government is in the midst of significant changes that have both near-term consequences and lasting impact. Such changes become more complex in nature and more uncertain in effect. At the same time, the demands on government continue to grow while the collective resources available to meet such demands are increasingly constrained. Government leaders, managers, and stakeholders face major challenges, including: fiscal austerity, citizen expectations, the pace of technology and innovation, and a new role for governance.
Submitted by rgordon on Wed, 11/30/2011 - 13:28
Batting average isn’t the best way to determine the effectiveness of a hitter. The Oakland Athletics learned that while doing statistical analyses of players and trying to build a winning team during their 2002 season. “They took everything that happened on the baseball field and sliced it and diced it to its most elemental parts,” Michael Lewis, author of the book, “Moneyball,” said in a radio interview. The A’s surprised just about everyone with their new-found success on the field, besting teams that had millions more to spend on recruiting top players.
Submitted by rgordon on Sun, 09/11/2011 - 11:14
Since creation of the IBM Center for The Business of Government more than 13 years ago, it has been our goal to help public sector executives and managers address real-world problems by supporting leading researchers who produce empirical evidence to inform the debates about whether particular management approaches will improve government performance.
Submitted by rgordon on Sat, 06/04/2011 - 14:36
Periodically the IBM Center staff steps back and reflects on the insights provided by its authors of more than 300 research reports and by some 300 senior government executives interviewed over the past 13 years. Through our research and interviews, we identified several broad societal trends that we believe are changing the game for successful leadership at all levels of government.
Submitted by rgordon on Wed, 12/01/2010 - 15:16
While the financial management community has made significant progress over the years, it continues to face challenges in meeting some of the basic standards for accounting and reporting. Many agencies currently use outdated financial systems that do not support their efforts to improve financial performance and accountability. Efforts made to improve financial systems through upgrades or replacement of current financial systems must be undertaken with planning and care.