On Modernizing Financial Management Systems

Today, the nation faces a range of diverse threats and challenges. The U.S. Department of Homeland Security continues to play a leading role in battling the pandemic, securing the border, and implementing our immigration laws, strengthening the nation’s cybersecurity, building greater resilience and preparedness, and so much more. Now the third largest department in the U.S. federal government, DHS meets its mission with an annual budget of $49.8 billion and the dedication of more than 240,000 employees. One of its most important duties is to be good stewards of the taxpayer dollars.

NEW REPORT: How COVID-19 Transformed Organizations in Real Time

The COVID-19 pandemic has transformed how Americans live. In almost the blink of an eye, the pandemic changed shopping, dining, socializing, travel, and most assuredly the world of work.

Before the pandemic, there had been a slow but steady growth in the number of workers who performed their jobs remotely. Such work arrangements went by various labels, from remote work to distance work to telecommuting or telework. While predictions that much work could be done anywhere arose, the COVID-19 pandemic took remote work to a whole new level as a necessity.

Weekly Roundup: January 24-28, 2022

It’s Time to Bridge the Divide Separating Policymakers and Researchers. The President’s Management Agenda (PMA) Learning Agenda released by OMB soliciting insights from industry and academics provides the perfect opportunity for government officials and public policy researchers to help one another solve pressing problems.

People first. Mission always

Since NASA’s inception, scientific discovery has been an enduring mission of the agency. NASA conducts scientific exploration, gazing out into the galaxy and beyond, seeking to discover the secrets of the universe, searching for life in the solar system, and protecting and improving life on Earth. It leads innovative and sustainable programs of exploration with commercial and international partners to enable human expansion across the solar system—and bring new knowledge and opportunities back to Earth.

On the Importance of Being Resilient

Events of the last couple years have put a renewed emphasis on the importance of being resilient. Leaders and the organizations they lead have been walloped by the unforgiving realities of disruption and uncertainty. Often in the mist of responding to the unforeseen doing all one can to operate, meet expectations, follow through on commitments, and deliver on missions there is little time to reflect, to take stock, or to gain perspective. When faced with the unexpected reflex and instinct seem to be what leaders and organizations alike rely on to weather the turbulence.

Weekly Roundup: January 3-7, 2022

Making the Customer Service Executive Order Really Work. Among the keys: making permanent the flexibility to pursue innovation through technology and multi-sector partnerships. As with any major reform effort, success will be defined in many ways and determined by many factors. But clearly, early and quick “wins” are critical. The good news is that, despite the complexity of many of the challenges, the opportunities for those wins are available.

Leading the Defense Innovation Unit

The Defense Innovation Unit, DIU, is the only U.S. Department of Defense organization focused exclusively on fielding and scaling commercial technology across the U.S. military to help it solve critical problems and build a force for the future today. 

Encouraging Change with Technology-Oriented Reskilling Programs

"How can we narrow the technology-skills gap? A growing number of organizations are relying on technology-oriented reskilling programs to train employees on skills for new or different roles within their organization.

NEW REPORT: Reskilling the Workforce with Technology-Oriented Training

Government agencies are increasingly expected to provide more and higher levels of services for citizens with fewer resources. This difficult balancing act requires that government executives maximize the effectiveness of agency transformation efforts.  Government agencies use technology to increase the efficiency of their services, but rapid changes in technology create a need for additional training to help the workforce remain current in their knowledge and application of new innovations.


Leadership Fellow & Host
IBM Center for The Business of Government
600 14th Street, NW Second Floor
Washington, DC 20005
United States

Michael has two decades of experience with both the private and public sectors encompassing strategic planning, business process redesign, strategic communications and marketing, performance management, change management, executive and team coaching, and risk-financing.

Michael leads the IBM Center for The Business of Government's leadership research. As the Center’s Leadership Fellow, his work is at the nexus of the Center’s mission – connecting research to practice. My work at that the Center complements frontline experience of actual government executives with practical insights from thought leaders who produce Center reports – merging real-world experience with practical scholarship. The purpose is not to offer definitive solutions to the many management challenges facing executives, but to provide a resource from which to draw practical, actionable recommendations on how best to confront such issues. Michael also hosts and produces the IBM Center’s The Business of Government Hour. He has interviewed and profiled hundreds of senior government executives from all levels of government as well as recognized thought leaders focusing on a range of public management issues and trends. Over the last four years, Michael has expanded both the show’s format and reach – now broadcasting informational and educational conversations with dedicated public servants on two radio stations five times a week and anywhere at anytime over the web and at iTunes. Michael is also the managing editor of The Business of Government magazine, with a targeted audience of close to 14,000 government and non-government professionals. Additionally, he manages the Center’s bi-annual proposal review process that awards stipends to independent, third party researchers tackling a wide range of public management issues.

Prior to joining the Center, Michael worked as a senior managing consultant with IBM GBS (Global Business Services) and as a principle consultant with PriceWaterhouseCoopers’ Washington Consulting Practice (WCP). He led projects in the private and federal civilian sectors including the U.S. Department of Energy, U.S. Department of Homeland Security, Centers for Medicare and Medicaid Services, FEMA, and the Veterans Health Administration. Before entering consulting, he worked in the private sector as product development manager at a New York City based risk financing firm.

Since 2003, Mr. Keegan has been a reviewer for Association of Government Accountant’s Certificate of Excellence in Accountability Reporting (CEAR)© program, keeping abreast of the most recent developments in authoritative standards affecting federal accounting, financial reporting and performance measurement. He is also a member of APPAM, the NYU Alumni Association, and the Data Center & Cloud Talent, USA. He holds masters in public administration and management from New York University and was the founder of its DC alumni group as well as previous treasurer of the NYU graduate school’s alumni board.