Building an Enterprise Government

Submitted by on Mon, 03/14/2016 - 09:57

In January 2017, the next administration will begin the hard work of implementing the President’s priorities. Regardless of the specific policies, implementation in many cases will require working across agency boundaries. By taking an “enterprise government” approach – starting in the transition and continuing into the White House – the next administration can deliver on their promises more effectively.

New Tools for Collaboration: The Experience of the U.S. Intelligence Community

Submitted by on Fri, 01/29/2016 - 10:39

The purpose of this report is to learn lessons by looking at the use of internal collaborative tools across the Intelligence Community. The initial rubric was tools, but the real focus is collaboration, for while the tools can enable, what ultimately matters are policies and practices interacting with organizational culture. It looks for good practices to emulate. The ultimate question is how and how much could, and should, collaborative tools foster integration across the Community.

Using Mobile Apps in Government

Submitted by on Wed, 01/13/2016 - 06:48

More than 90 percent now own a cell phone, and three-quarters of those are smartphones. Mobile apps—first introduced in 2008—have become an essential tool for commercial services, such as music, weather, and shopping. In fact, the average smartphone user has about 40 apps on their device.

A Playbook for CIO-Enabled Innovation in the Federal Government

Submitted by on Tue, 12/15/2015 - 15:03

In the federal government, for example, agencies have begun to designate chief technology officers, chief innovation officers, chief data officers, entrepreneurs-in-residence, and similar roles to promote new approaches to innovation. But because many innovations are rooted in the use of technology, agency Chief Information Officers (CIOs) can play a strong role as well. Furthermore, the new Federal Information Technology Acquisition Reform Act creates a statutory requirement for CIOs to help lead agency IT innovation efforts.

Fall 2015 Edition

Submitted by on Mon, 11/23/2015 - 15:30

Beyond Business as Usual: Improving Defense Acquisition through Better Buying Power

Submitted by on Wed, 11/04/2015 - 15:12

On behalf of the IBM Center for The Business of Government, we are pleased to present this report, Beyond Business as Usual: Improving Defense Acquisition through Better Buying Power, by Zachary S Huitink and David M Van Slyke, Syracuse University.

Managing the Government’s Executive Talent

Submitted by on Mon, 10/19/2015 - 12:42

For the next administration, the management of the federal workforce—including executives—will be a critical factor in the president’s success. The president’s political appointees will work with members of the career Senior Executive Service (SES) to direct the work of agencies and departments.

Making Open Innovation Ecosystems Work: Case Studies in Healthcare

Submitted by on Wed, 09/16/2015 - 10:23

In the mist of tightening budgets, many government agencies are being asked to deliver innovative solutions to operational and strategic problems. One way to address this dilemma is to participate in open innovation. This report addresses two key components of open innovation:

Call for Research Proposals 2015-2016

Submitted by on Mon, 08/24/2015 - 11:34

The IBM Center for The Business of Government connects research to practice, merging real world experience with practical scholarship. The intent is to spark the imagination—crafting new ways of thinking about government by identifying trends, new ideas, and best practices in public management that can help government executives respond more effectively to their mission and management priorities.

More than two years ago, the IBM Center for The Business of Government put forward a research agenda that identified six trends driving change in government:

Creating a Balanced Portfolio of Information Technology Metrics

Submitted by on Tue, 08/04/2015 - 15:08

Information technology has made possible the availability of real-time data and the tools to display that data, such as dashboards, scorecards, and heat maps. This has boosted the use of data and evidence by government decision makers in meeting their agency and program missions. But what about the use of performance metrics by agency chief information officers themselves?

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