How to Prevent Soft-targeting in Government Performance Management Systems

Submitted by on Wed, 12/20/2017 - 10:48

It is, therefore, hardly surprising that the preference for “soft-targets” is a near universal phenomenon. Anyone designing a government performance management system (GPMS) must assume we humans have a preference for soft targets.

Model 4: Performance Governance

Submitted by on Wed, 12/20/2017 - 10:47

(a continuation from the December 23, 2009 blog on “Managing Performance”)

Conversations with Leaders: Dr. Robert Childs

Submitted by on Wed, 12/20/2017 - 10:45

In the corporate world, and throughout the federal government, information is a very valuable asset. Having timely access to this information, and using it to inform strategic decision making, have become critical in today’s competitive, networked, and interconnected world. Information technology (IT) plays a central role in making this happen. We spoke with Dr. Robert D.

Sea, Land, Air, Space Superiority – Why are Near-Peer Adversaries able to Excel?

Submitted by on Wed, 12/20/2017 - 10:44

Guest Blogger: Townley Cozad, Associate Partner, Defense & Intelligence, IBM

 

Even as the United States remains the strongest, most capable military in the world, U.S. leadership in all domains is being challenged by “near-peer” competitors aggressively seeking to close the capability gap.  The military calls this “near-peer” (against someone who has similar weapons and abilities) warfare.

Model 3: Performance Management Framework

Submitted by on Wed, 12/20/2017 - 10:44

(a continuation from the December 23, 2009 blog on “Managing Performance”)

Model 2: Siloed Performance Systems

Submitted by on Wed, 12/20/2017 - 10:43

(a continuation from the December 23, 2009 blog on “Managing Performance”)

Model 1: Performance Administration

Submitted by on Wed, 12/20/2017 - 10:41

(a continuation from the December 23, 2009 blog on “Managing Performance”)

Bouckaert and Halligan call their first idealized performance management model the “Performance Administration” approach.

This model is seen as modest, ad hoc and un-systematic. It is oftentimes designed for formal, hierarchical organizations and is seen as mechanistic or compliance-oriented in implementation. Nevertheless, it is the typical starting place for many organizations.

Drivers transforming government: Engagement

Submitted by on Wed, 12/20/2017 - 10:40

Note:  The IBM Center recently released Seven Drivers Transforming Government, a series of essays exploring key drivers of change in government.

Managing Performance: A Series

Submitted by on Wed, 12/20/2017 - 10:40

Remember the YouTube phenomena, “The Evolution of Dance?” I have been reading a book, “Managing Performance: International Comparisons” by two highly-regarded foreign academics – Geert Bouckaert (a Belgian) and John Halligan (an Australian). Their book could well have been named: “The Evolution of Performance!”

Using Performance Measures

Submitted by on Wed, 12/20/2017 - 10:38

The federal government’s chief performance officer, Jeff Zients, declared at a recent Senate hearing: “The test of a performance management system is whether it is used.” He thought federal agencies were failing the test.

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