The mission of the National Guard Bureau Joint Process Improvement Office is to create a culture of continuous improvement by deploying tools, training, and mentoring soldiers and airmen throughout the National Guard.
Successful agencies are using innovative acquisition methods to shorten the lifecycle of a contract, forging partnerships with the private sector through challenges and prizes, and finding innovative solutions .
“Abracadabra,” “hocus-pocus” and “presto-chango” are clichéd magic words designed to deliver a variety of wishes to boys and girls in books. Sometimes they work, and sometimes they don’t, and sometimes they have perverse effects. The lesson, typically, is to be careful of what you wish for.
Governments are increasing their use of collaboration by: creating ad hoc networks in response to emergencies, and aligning governmental and nongovernmental organizations to work interdependently to achieve common goals.
As with each edition, this issue of The Business of Government magazine has as its focus the core mission of the Center—connecting research to practice as a means to improve public management. We do this by bringing together insights and perspectives, blended with an equal measure of practicality and reflection, from an array of government leaders, public managers, thinkers, practitioners, and academics.
This guide offers ideas on how agencies can start closing the gaps between managers and staff, as well as tips on how to use the Staff/Manager Alignment Score to supplement and refine efforts to improve the workplace.
This article is adapted from Susan Hannam and Bonni Yordi,
“Engaging a Multi-Generational Workforce: Practical Advice
for Government Managers” (Washington, DC: IBM Center for
The Business of Government, 2011).