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

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: June 5 - 9, 2017

John Kamensky

Weekly Roundup: June 12 - 16, 2017

John Kamensky

OMB Burden Reduction. Federal News Radio reports: “The Office of Management and Budget is cleaning out its policy closet and in its first sweep found 59 data reporting requirements that are no longer necessary. . . . Of those 59 requirements, 50 have been rescinded and nine have been modified or suspended for the near future.”

Ten Success Factors in Implementing Large Initiatives

However, last month the federal government managed a quiet, yet successful, implementation of a key element of the DATA Act. A website of financial data from across the government went
“live,” and nothing bad happened! What lessons were learned that could be applied to other large-scale, government-wide initiatives in the future? A panel sponsored by the National Academy of Public Administration recently explored this question.

Weekly Roundup: June 19 - 23, 2017

John Kamensky

Weekly Roundup: June 26-30, 2017

John Kamensky

Restored Faith.  FedScoop reports on comments by Cong. Gerry Connelly at a conference, noting: “With agencies now required to report their spending data in compliance with the Digital Accountability and Transparency Act, it’s a chance for the federal government to earn some trust from the American people.”

Do Tiered Evidence Grants Work?

It recently released a nine-point agenda recommending actions that Congress can take to ground funding decisions on this basis.  One of its recommended actions is to expand the use of “tiered evidence” grants.

But do they work?

Weekly Roundup: July 31 - August 4, 2017

Good News: Acquisition Reform Works. Steve Kelman writes in FCW: “cost growth in the development of new weapons systems has slowed.”  He explored “why” and concluded that the acquisition reforms over the past decade has finally made a difference.

Weekly Roundup: August 7-11, 2017

John Kamensky

Exciting OpportunitiesGovernment Executive reports: “Though their written plans remain shrouded from public view, agency officials charged by the Trump White House with making government more efficient say they are “excited” about what they see as a rare opportunity for systemic and lasting change to government operations.”

When Are Managers Willing to Take Risks?

The common perception is that, as a group, federal managers tend to be risk adverse.  However, new research based on data from the annual federal employee viewpoint survey concludes that the answer is: it depends.  Managers in both high-performing and low-performing organizations tend to be risk takers.  They probably feel they have little to lose by trying something new.  In contrast, managers in stable, middle-of-the-road organizations tend to be risk adverse and do not want to rock the boat by taking risks.

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Senior Fellow
IBM Center for The Business of Government
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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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