Submitted by cmasingo on Thu, 12/21/2017 - 09:35
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.
Submitted by cmasingo on Thu, 12/21/2017 - 09:24
A new article in the Harvard Business Review by a team of researchers led by Raffaella Sadun, Nicholas Bloom and John Van Reenen, have done just this, for private sector companies. But their lessons apply in government as well, observing: “Core management practices can’t be taken for granted.
Submitted by rgordon on Wed, 11/01/2017 - 10:26
In 2018, the IBM Center for The Business of Government marks its twentieth year of connecting research to practice in helping to improve government. The IBM Center continues to execute on its ultimate mission: to assist public sector executives and managers in addressing real world problems with practical ideas and original thinking to improve government.
Submitted by rgordon on Sun, 03/26/2017 - 13:30
The federal government can reduce costs while improving services by adapting private sector cost reduction strategies and technologies to achieve similar benefits in government. This objective is highlighted by a recent report, led by the Technology CEO Council (TCC), in which the IBM Center for The Business of Government participated.
Submitted by rgordon on Tue, 08/16/2016 - 09:51
According to a 2015 survey by Pew Research Center, the public believes existing democratic institutions are failing. Just 20 percent say the federal government runs its programs well, and 59 percent say the government is in need of “very major reform”—up 22 points since 19971. With rates of trust in government at an all-time low, technology and innovation will be essential to achieve the next administration’s goals and to deliver services more effectively and effciently.
Submitted by rgordon 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.
Submitted by rgordon on Thu, 07/24/2014 - 10:02
The Center has published a variety of reports and related materials that provide ways for government to succeed in the face of constraints. Accordingly, we have brought key findings on this topic together in this compilation, found in the upper left-hand portion of the page, or as individual articles:
Submitted by rgordon on Thu, 10/31/2013 - 14:30
Ideation platforms are modern tools predicated on an old adage, “None of us is as smart as all of us.” Though that proverb has been widely accepted, collecting and synthesizing the knowledge of “all of us” into actionable next steps has been a daunting task. The rewards for doing so, however, are potentially very high, especially for large organizations in both the private and public sector.
Pages
