Four years ago, the IBM Center for The Business of Government released a book to guide new government executives, especially new political appointees. The goal of the book was to quickly acclimate new government executives to the world of public service as practiced in Washington, D.C.

Four years ago, the IBM Center for The Business of Government released a book to guide new government executives, especially new political appointees. The goal of the book was to quickly acclimate new government executives to the world of public service as practiced in Washington, D.C.

For the last 14 years, the IBM Center for The Business of Government has implemented a mission of bringing external research and leadership perspectives to causes and potential solutions for hard problems facing the public sector.  With the retirement of Jonathan Breul after his very successful tenure as the Center’s Executive Director – Jonathan’s career and major information on government management are eloquently documented by Senior Fellow (and leader of many Center activities) John Kamensky’s

Learn more about The IBM Center for The Business of Government through this short video overview.

Learn more about The IBM Center for The Business of Government through this short video overview. The IBM Center for The Business of Government connects public management research with practice. Since 1998, we have helped public sector executives improve the effectiveness of government with practical ideas and original thinking. We sponsor independent research by top minds in academe and the non-profit sector, and we create opportunities for dialogue on a broad range of public management topics.

This edition of The Business of Government magazine explores a vast array of topics and public management issues facing us today. it is about making connections: introducing our readers and connecting them to the work of government executives who are leading agencies or initiatives that are focused on critical missions.

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.

The future’s going to be different. Just look at today’s generation. It participates in massively distributed, role-playing games on the Internet, like World of Warcraft. As a result, young people develop their leadership skills differently. They share information and make decisions differently. They engage in teamwork and collaborate differently. It’s all about your contributions, not your rank or position. They are called “digital natives.” This isn’t how government works today.

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