Innovation Is a Team Sport

Successful inventions often spring from the minds of individual inventors – we often think of Thomas Edison at the classic inventor. But successful innovation is a team sport, according to a new Harvard Business Review article by a team of researchers – Linda Hill, Greg Brandeau, Emily Truelove, and Kent Lineback.

 

Agency Priority Goals, 2014-2015

Agencies establish a variety of performance goals and objectives to drive progress toward key outcomes. Agencies outline long-term goals and objectives in their strategic plans, and annual performance goals in annual performance plans.

Are We There Yet? Progress on CAP Goals

These four-year goals were first announced with the release of the FY 2015 budget back in March. Cobert’s announcement accompanies the first round of statutorily-required quarterly reports on the progress of the 15 Cross-Agency Priority (CAP) goals. 

New: Progress Reports on Agency Priority Goals

The Obama Administration in 2009 directed agencies to identify a small handful of priorities that they would commit to achieving in a two-year timeframe.  This initiative was embedded into the GPRA Modernization Act of 2010.  Agencies are required to identify priority goals and report on their progress quarterly.  In late June, agency progress reports were posted on the governmentwide performance.gov website.

Assessing Trust in Cross-Agency Networks

Increasingly, addressing public management challenges requires the use of collaborative networks across a range of agencies and non-governmental organizations. For example, the Obama Administration has designated a series of projects as “cross agency priority goals” and put networks in place to manage them. A lot of literature and practical experience show that a key element of success in any collaborative effort is the ability to create and sustain trust among stakeholders.

Goal Leaders: An Innovation That Works

Background.  Early in the Obama Administration, OMB announced an initiative to create a small handful of High Priority Performance Goals in each agency, as a replacement for the Bush Administration’s

Accumulated Wisdom

Harry Hatry is legendary.  His indefatigable commitment to measuring government performance stretches back to his days as a Pentagon analyst on Secretary of Defense Robert McNamara’s fabled “Whiz Kids” team before joining the Urban Institute in 1968.

Weekly Round-Up: August 8, 2014

John Kamensky

A Side Benefit of DATA Act.  Adam Mazmanian, Federal Computer Week, writes that the Digital Accountability and Transparency Act signed by President Obama back in May, may be an added impetus for agencies to move to financial shared services.

The "-Stat" Movement Turns Twenty

Since 2001, Dr. Behn has visited dozens of governmental organizations that are using the PerformanceStat model – some well, and some poorly.  His bold objective was to answer the research question of whether PerformanceStat really makes a difference in improving performance, and how it works.  In short, his answer is:  it depends, and it’s complicated.

Weekly Round-Up: August 22, 2014

Staffing the U.S. Digital Service Office.  According to Jason Miller, Federal News Radio: “The Office of Management and Budget today announced Mikey Dickerson will be the administrator of the U.S.

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Senior Fellow
IBM Center for The Business of Government
600 14th Street, NW Second Floor
Washington, DC 20005
United States
202-551-9341

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: john.kamensky@us.ibm.com

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