Submitted by rgordon on Tue, 10/30/2018 - 11:41
Submitted by rgordon on Fri, 10/12/2018 - 11:31
At any given moment in time, governments in the United States and around the globe carry out key missions in service of their citizens, learn from and engage with partners in other sectors, and act as cost-effective stewards of public resources. The countless positive daily actions of government leaders go largely unrecognized amidst a constant focus on the highly visible but far smaller set of challenges and problems faced by the public sector.
Submitted by rgordon on Tue, 04/17/2018 - 10:30
This blog is one in a series. The IBM Center for The Business of Government turns 20 this year. To commemorate this milestone, we are undertaking a year-long effort to both look back over the last 20 years and to look ahead to envision what government might look like in the next 20 years.
Submitted by rgordon on Tue, 04/17/2018 - 10:22
This blog is two in a series. The IBM Center for The Business of Government turns 20 this year. To commemorate this milestone, we are undertaking a year-long effort to both look back over the last 20 years and to look ahead to envision what government might look like in the next 20 years.
Submitted by rgordon on Wed, 08/10/2016 - 13:52
Those new to government will find a world very different than their previous experience in other sectors. Those returning to government will find a far different government than the one they left. Both will find a large group of stakeholders, including members of the United States Congress, very interested in every action they take. In addition, you will face the challenge of managing large organizations. If cabinet departments were listed in the Fortune 500, they would occupy slots in the top 20.
Submitted by rgordon on Tue, 02/12/2013 - 13:32
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. The book, entitled Getting It Done: A Guide for Government Executives (this is the first version), contained a series of short strategic discussions about "the dos and don’ts" of Washington and presented useful insights about working with key stakeholders and constituencies.
Submitted by rgordon on Wed, 09/12/2012 - 10:54
The transition from campaign to governing requires that presidential policies be transformed from rhetoric into an actionable agenda and then into concrete results. Neither good policies nor sound investments are likely to work, let along succeed, if undermined by poor implementation. Too often, however, federal management issues are considered somewhere between “uninteresting” and “a waste of time.” The reason: Washington is a policy town. If you are focused on politics or policy, “management” is often ignored or simply left for someone else to figure out.
Submitted by rgordon on Sat, 06/04/2011 - 14:36
Periodically the IBM Center staff steps back and reflects on the insights provided by its authors of more than 300 research reports and by some 300 senior government executives interviewed over the past 13 years. Through our research and interviews, we identified several broad societal trends that we believe are changing the game for successful leadership at all levels of government.