Six Trends Transforming Government

Since 1998, the IBM center for The Business of Government has been studying the substantial changes that are under way at all levels of government within the United States and in other nations across the world. These changes are being driven by a series of new imperatives in the United States. Fortunately, there is now a set of trends that seems to be responding to these imperatives and is leading to more results-oriented government.

Getting It Done: A Guide for Government Executives

This book has been written for those who have answered the call to public service. We greatly appreciate their willingness to work on the nation’s greatest problems.

The Operator's Manual for the New Administration

The Operator's Manual is a guide of how government works and how to make it work to advance policy goals and objectives. We present, in brief and simple terms, descriptions of the most important tools and levers that executives can use to advance agency goals and the president's agenda. This Manual will help executives understand the terrain of government, become familiar with the terms and lingo used inside agencies, and know how to effectively use the tools of government.

Integrating Performance and Budgets

Governments are under increasing pressure to produce—and to demonstrate—results in terms of their mission. Over the last decade, countries around the world have undertaken reforms with the aim of improving the relevance and effectiveness of public services and the quality of public sector management. Integrating Performance and Budgets showcases attempts by federal and state governments, as well as a mix of developed and developing countries, to introduce performance or results-oriented budgeting and management as a means to support better decision making and accountability.

Human Capital 2004

Governments today face a growing set of challenges around the recruitment, retention, and management of their workforces. In short, the job of government today is straightforward: getting the best from its biggest assets—its people. Getting the most from people and building a workplace that promotes top performance is a huge challenge—one that we call 'human capital management.' Human capital management is increasingly important in an environment where governments are trying to directly improve the performance of their organizations by increasing the 'outputs' of their people.


Executive Director Emeritus
IBM Center for The Business of Government
United States

Jonathan D. Breul was the Executive Director of the IBM Center for The Business of Government and a Partner in IBM Global Business Services. The IBM Center for The Business of Government helps public sector executives improve the effectiveness of government with practical ideas and original thinking. The Center sponsors independent research by top minds in academe and the non-profit sector, and creates opportunities for dialogue on a broad range of public management topics.

Formerly Senior Advisor to the Deputy Director for Management in the Office of Management and Budget in the Executive Office of the President, Mr. Breul served as OMB's senior career executive with primary responsibility for government-wide general management policies. He helped develop the President's Management Agenda, was instrumental in establishing the President's Management Council, and championed efforts to integrate performance information with the budget process.

He led the development and government-wide implementation of the Government Performance and Results Act. In addition to his OMB activities, he helped Senator John Glenn (D-Ohio) launch the Chief Financial Officers (CFO) Act. He also served for eight years as the U.S. delegate and elected vice chair of the Paris-based Organization for Economic Cooperation and Development's (OECD) Public Management Committee.

Mr. Breul is an elected Fellow of the National Academy Public Administration (NAPA), and an adjunct Professor at Georgetown University's Graduate Public Policy Institute. He holds a Masters of Public Administration from Northeastern University, and a Bachelor of Arts from Colby College.