Building a Culture of Informed Decision Making

A recent Government Executive article by Ed O’Brien, an associate professor at the University of Chicago’s Booth School of Business, observes that “people assume they can and will use more information to make their decisions than they actually do, according to the research.”

From "People" Analytics to "Relational" Analytics

Like most private sector organizations, government agencies focus their analyses on data they have based on individual people, such as the data from the Federal Employee Viewpoint Survey, and from the Office of Personnel Management’s FedScope database.

Visions of Government Reform in 2040: Data and Analytics

In the IBM Center’s new book, Government For The Future: Reflection and Vision for Tomorrow’ Leaders,  Part Two of the book looks twenty years ahead offering perspectives on the future. This contribution, The Future of Data and Analytics by Shelley Metzenbaum, is the final of a multi-part series.

Three-in-One: The New Evidence Act

The report, by Harvard Kennedy School’s Jane Wiseman, describes the work of pioneering CDOs in selected federal agencies, discusses their roles and responsibilities, and outlines the competencies needed to be a successful CDO who can help agencies make better use of data at all levels of government.

Visions of Government in 2040: The Future of Civic Engagement

In the IBM Center’s new book, Government For The Future: Reflection and Vision for Tomorrow’ LeadersPart Two of the book looks twenty years ahead – to 2040 -- offering perspectives on the future. This contribution is the next in a multi-part series, The Future of Civic Engagement, authored by Hollie Russon Gilman.

Five Paradoxes of Creating an Innovation Culture

A recent trend has been to set up an innovation office to be the catalyst for new ideas. These offices can be helpful starting points and an inspiration to employees across an organization. However, most leaders want to create a culture of innovation across their entire workforce, not just in an elite subset of employees.

Weekly Roundup: December 24-28, 2018

Big Pay Increase? Government Executive reports: “Trump must issue an executive order [by December 31] prescribing changes to both basic pay and locality pay for next year, even if that change is zero. . . . If the White House does not issue that order, automatic salary increases will take effect,. . . .

Weekly Roundup: December 17-21, 2018

Evidence Act Advances.  The Senate passed the “Foundations for Evidence-Based Policymaking Act of 2018” – If it clears the House again (a high probability, given its sponsor is Speaker Ryan), then we can look forward to agencies appointing both Chief Evaluation Officers and Chief Data Officers!

Let’s Get Organized! Implementing a New Program Management Law

Congress recognized the governmentwide shortage of program management talent and leadership commitment in 2016 when it passed the Program Management Improvement and Accountability Act (PMIAA). Two years after its passage, slow but steady progress is being made to implement not only the law’s requirements but also its underlying intent – to improve the government’s ability to manage large and complex programs.


Senior Fellow
IBM Center for The Business of Government
600 14th Street, NW Second Floor
Washington, DC 20005
United States

Mr. Kamensky is a Senior Fellow with the IBM Center for The Business of Government and an Associate Partner with IBM's Global Business Services.

During 24 years of public service, he had a significant role in helping pioneer the federal government's performance and results orientation. Mr. Kamensky is passionate about helping transform government to be more results-oriented, performance-based, customer-driven, and collaborative in nature.

Prior to joining the IBM Center, he served for eight years as deputy director of Vice President Gore's National Partnership for Reinventing Government. Before that, he worked at the Government Accountability Office where he played a key role in the development and passage of the Government Performance and Results Act.

Since joining the IBM Center, he has co-edited six books and writes and speaks extensively on performance management and government reform.  Current areas of emphasis include transparency, collaboration, and citizen engagement.  He also blogs about management challenges in government.

Mr. Kamensky is a fellow of the National Academy of Public Administration and received a Masters in Public Affairs from the Lyndon B. Johnson School of Public Affairs, in Austin, Texas. He can be reached at:

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