Executive Director
IBM Center for The Business of Government
600 14th Street, NW
Second Floor
Washington, DC 20005
United States
(202) 551-9310

Dan Chenok is Executive Director of the IBM Center for The Business of Government. He oversees all of the Center's activities in connecting research to practice to benefit government, and has written and spoken extensively around government technology, cybersecurity, privacy, regulation, budget, acquisition, and Presidential transitions. Mr. Chenok previously led consulting services for Public Sector Technology Strategy, working with IBM government, healthcare, and education clients.

Mr. Chenok serves in numerous industry leadership positions. He is a CIO SAGE with the Partnership for Public Service, Fellow of the National Academy of Public Administration, Chair of the Cybersecurity Subcommittee of the DHS Data Privacy and Integrity Advisory Committee, Member of the George Washington University Center for Cyber and Homeland Security Board of Directors, and Co-Chair of the Senior Executives Association Community of Change for Governance Innovation; previously, he served as Chair of the Industry Advisory Council (IAC) for the government-led American Council for Technology (ACT), Chair of the Federal Information Security and Privacy Advisory Board, and two-time Cybersecurity commission member with the Center for Strategic and International Studies. Mr. Chenok also generally advises public sector leaders on a wide range of management issues.

Before joining IBM, Mr. Chenok was a Senior Vice President for Civilian Operations with Pragmatics, and prior to that was a Vice President for Business Solutions and Offerings with SRA International.

As a career Government executive, Mr. Chenok served as Branch Chief for Information Policy and Technology with the Office of Management and Budget, where he led a staff with oversight of federal information and IT policy, including electronic government, computer security, privacy and IT budgeting. Prior to that, he served as Assistant Branch Chief and Desk Officer for Education, Labor, HHS, and related agencies in OMB's Office of Information and Regulatory Affairs. Mr. Chenok began his government service as an analyst with the Congressional Office of Technology Assessment, and left government service at the end of 2003.

In 2008, Mr. Chenok served on President Barack Obama’s transition team as the Government lead for the Technology, Innovation, and Government Reform group, and as a member of the OMB Agency Review Team.

Mr. Chenok has won numerous honors and awards, including a 2010 Federal 100 winner for his work on the presidential transition, and the 2016 Eagle Award for Industry Executive of the Year.

Mr. Chenok earned a BA from Columbia University and a Master of Public Policy degree from Harvard's Kennedy School of Government.

Making Data Real – Weekly Insights

Brian Murrow, an expert on strategy and analytics at IBM, participated in interviews conducted by the Partnership for Public Service as they prepared a series of podcast conversations with pioneers in the use of analytics in the federal government. In a series of guest blog posts over the next few weeks, Brian will share his key takeaways from these interviews. You can also listen to the full interviews yourself if you find yourself wanting to know more.

Transforming Acquisition for the Future

(This article was previously published by Government Executive and was written with Kymm McCabe of ASI Government.) The recent series of columns “3 Myths That Cripple Acquisition” stressed that acquisition transformation, not just reform, is critical to enable the federal government to effectively lead in the Collaboration Age. Now it’s time to chart a course forward toward such transformation. The expectation that government and acquisition should be zero-defect enterprises undermines innovation and constrains transformation by requiring layers of oversight and generating risk aversion.

Transforming Acquisition for the Future

(This article was previously published by Government Executive and was written with Kymm McCabe of ASI Government.) The recent series of columns “3 Myths That Cripple Acquisition” stressed that acquisition transformation, not just reform, is critical to enable the federal government to effectively lead in the Collaboration Age. Now it’s time to chart a course forward toward such transformation. The expectation that government and acquisition should be zero-defect enterprises undermines innovation and constrains transformation by requiring layers of oversight and generating risk aversion.

Celebrating and Elevating Senior Leaders as Key to a Successful Federal Workforce

This event, the first of its kind under the current Administration, brought together several thousand Federal leaders (primarily SES, but also other senior executive designations – this post will refer to the group as SES henceforth), joined by a cadre of supporters of good government. The grand ballroom at the Hilton was full, and the mood was positive as the attendees listened to remarks from a variety of perspectives.

Making Data Real – Lessons From and For Federal Leaders

In this final installment, we provide highlights from these federal leaders on the most important ingredients for a successful analytics program. (You can watch the video of the panel discussion and listen to each of the seven podcast interviews too.) The executives profiled complex programs in several agencies that have a wide impact on citizens, who benefit greatly from leveraging data as a strategic asset in program operations. What follows are some highlights from those executives on salient take-aways for government and stakeholder groups who are implementing key data-driven programs.

The IBM Center for The Business of Government: The Year in Review, 2014

The IBM Center for The Business of Government connects public management research with practice. Since 1998, we have helped public sector executives improve the effectiveness of government with practical ideas and original thinking. We sponsor independent research by top minds in academe and the non-profit sector, and we create opportunities for dialogue on a broad range of public management topics.

How Will Government Adapt?: Introduction and Overview

The National Academy of Public Administration is an independent, non-profit, non-partisan organization chartered by Congress in 1967 to assist government leaders in building more effective, efficient, accountable, and transparent organizations. Its 800 Fellows -- who include former cabinet officers, Members of Congress, governors, mayors, and state legislators, as well as prominent scholars, business executives, and public administrators – meet annually.

How Will Government Adapt?: "Managing for the Future"

The Academy’s annual meeting in mid-November heard from a wide range of discussants. Following are highlights from the opening panel: Panelists: The Honorable Beth Cobert, Deputy Director for Management (DDM), Office of Management and Budget; and The Honorable Dan Tangherlini, Administrator, General Services Administration Highlights: Opening Remarks. In her opening remarks, Beth Cobert noted that the Obama Administration’s management agenda “focuses on what can we do now, that will have an impact on citizens.” The agenda is based on what agencies have learned over the past several years.

New Research Report Recipients

The Center for The Business of Government continues to support reports by leading thinkers on key issues affecting government today. We are pleased to announce our latest round of awards for new reports on key public sector challenges, which respond to priorities identified in the Center's long-term research agenda, see businessofgovernment.org/content/research-stipends. We expect the following reports to be published later in 2015. Short summaries of each report are included below.

Risk Management for Grants Administration

The Department of Educaton (ED) maintains many risk management tools, two of which are new: the State Score Cards and the Entity Risk Review. This report explains how these two tools are being used and provides examples of how risk management tools have been used to track the progress of two high risk grantees: Detroit Public Schools and Puerto Rico. Based on their examination of the ED experience, the authors present a series of lessons learned and recommendations for other agencies.

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