Emerge Stronger and More Resilient: Responding to COVID-19 and Preparing for Future Shocks

The response to the COVID-19 pandemic illustrates that stable and effective government action has been key to managing through the crisis and addressing its longer-term implications. Moreover, collective strategies have led to identification and resolution of challenges in way that brings together government leaders, scientists, data analysts, health care organizations, academic institutions, and industry. So, how can governments emerge stronger and better prepared for future shocks?

Sylvia Burns

Sylvia Burns is the agency's Chief Information Officer and Chief Privacy Officer. Ms. Burns joined the FDIC in September 2018 and is leading the implementation of the agency's five-year IT modernization plan.

Institute for Business Value

For two decades, the Institute for Business Value has served as one of the thought leadership think tanks for IBM. We produce research-backed, technology-informed strategic insights that help business leaders make smarter business decisions.  We are positioned at the intersection of business, technology and society, we survey, interview, and engage with thousands of executives, consumers, and experts each year, synthesizing their perspectives into credible, inspiring, and actionable insights.

Government transformation in tumultuous times

In collaboration with our Center for The Business of Government.

In the face of economic volatility, extreme weather events, and rapidly shifting demographics, the demand for public services has skyrocketed. The chasm between what citizens need and what governments can provide has widened.

Susan Wedge

Susan Wedge is Managing Partner and the US Public & Federal Market Leader of IBM Consulting.  In this role, she oversees consulting partnerships with government, education, healthcare and life science customers.  

Who’s shaping the future of your agency? Increasingly, it’s the CFO

This article was first published on Federal News Network.

For years, the role of chief financial officer within a federal government agency was considered an administrative back-office function. Financial reporting was not done in real-time and process was focused on the tactical recording of transactions. It was straight-forward and reactive.

How to Improve the Quality of Governance

It aims to accomplish the goals created by providing a framework and guidelines. In short, the chief objective of having a performance management system is to achieve more effectiveness and efficiency in the way governments function.


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